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LEADERSHIP 

AND 

MILITARY  TRAINING 


LEADERSHIP 

AND 

MILITARY    TRAINING 


BY 
LT.  COL.  LINCOLN  C.  ANDREWS,  U.  S.  A. 

AUTHOR  OF  "BASIC  COURSE  FOR  CAVALRY"   AND 
"FUNDAMENTALS   OF  MILITARY  SERVICE." 


'A  knowledge  of  human  nature  is  half  the  art  of  war" 

Sherman 


PHILADELPHIA  AND  LONDON 
J.  B.  LIPPINCOTT  COMPANY 


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COPYRIGHT,   1 91 8,  BY  J.   B.  UPPINCOTT  COMPANY 


Electroiyped  and  Printed  by  J.  B.  Lippineott  Company 
The  Washington  Square  Press,  Philadelphia,  U.  S.  A. 


TO  MY  SON 
MASTER  JOHN  GRAVES  ANDREWS 

IN  THE  HOPE  THAT  IN  THE  NEXT  GENERATION 
HE  MAY  WANT  TO  USE  THESE  PRINCIPLES, 
BUT    WHOLLY    IN    THE    ARTS    OF    PEACE 

L.    C.   A. 


PREFACE 

In  response  to  the  generous  appreciation  that  has 
been  shown,  especially  for  the  chapters  of  **Funda- 
mentals "  on  Leadership  and  Training,  I  have  re- 
written and  amplified  them,  particularly  that  on  train- 
ing, which  is  necessarily  quite  new.  Originally  written 
largely  with  a  view  to  helping  arouse  an  appreciation 
of  the  country's  need  for  universal  training,  in  the 
existing  emergency  I  now  consider  only  how  to  make 
our  present  training  efficient,  basing  my  observations 
on  past  experiences  and  those  in  cantonment  to-day. 

There  is  nothing  here  of  the  drill  manuals,  nor 
of  the  technic  of  the  art  of  war.  It  is  rather  an 
analysis  of  the  psychology  of  soldiering,  getting  at  the 
spirit  of  it,  trying  to  point  out  how  to  make  good  in 
leadership,  how  to  avoid  making  a  failure.  It  should 
be  invaluable  to  beginners  ambitious  to  improve,  of 
much  value  to  older  officers  who  perhaps  have  never 
given  much  thought  to  this  phase  of  the  question  of 
training,  and  furnish  helpful  material  for  discussion 
at  officers'  conferences  and  for  instruction  in  non- 
commissioned officers'  schools. 

The  Author. 

December,  191^ 


CONTENTS 


PAGE 
The  Opportunity 1 1 

The  Military  System i6 

Leadership 26 

Discipline  and  Morale 57 

Psychology  of  Battle 68  -^ 

Military  Training 72 

How  TO  Conduct  Drill 84 

Close  Order  Drills;  Drill  for  Instruction;  Drills  for 
Discipline;    Suggestions    for    Both    Drills 

Extended  Order  Drill 115 

Battle  Exercises 119 

Maneuvers 126 

Practical  Instruction 129 

Physical  Training;  Military  Courtesy;  Guard  Duty; 
Sanitation;  Handling  a  Riot;  Ceremonies;  Other 
Subjects. 

Training  Schedules 142 

Conclusion 144 

Rules  for  Conduct 146 

Rules  for  Courtesy 164 

Rules  for  Health 171 

Rules  for  Battle 187 


LEADERSHIP 

AND 

MILITARY  TRAINING 

THE  OPPORTUNITY 

Soon  every  American  family  will  have  sent  some 
member  to  the  war.  And  with  him  will  have  gone  not 
only  the  fond  hope  for  his  safe  return,  but  the  proud 
hope  that  he  will  "win  his  spurs,"  will  prove  himself 
a  leader  of  men,  and  return  to  be  honored  in  his 
community. 

And  with  true  Americanism  the  government  has 
made  this  a  reasonable  possibility  for  every  soldier. 
All  company  officers  are  chosen  originally  as  the  result 
of  the  most  democratic  competition  in  the  training 
camps ;  thereafter  vacancies  are  to  be  filled  by  selection 
from  the  most  efficient  men  in  the  ranks.  When  the 
regiments  are  formed  in  the  cantonments,  the  officers 
will  have  to  select  from  among  their  men  in  each  com- 
pany about  forty  to  be  appointed  noncommissioned 
officers.  These  will  be  the  men  whom  they  believe 
to  show  the  best  qualifications  for  leadership.  Out  of 
every  eight  privates  one  will  be  picked  as  leader,  and 
made  corporal.  Many  others  must  be  made  sergeants  to 
lead  the  larger  groups.     From  the  first  step  in  the 

11 


H  I.EADEP.SmP  AND  MILITARY  TRAINING 

service  superio:^  officers  will  be  watching  the  men 
under  them,  sizing  them  up  with  a  view  to  learning 
their  capacities  for  leadership,  so  they  may  pick  the 
best  for  the  many  appointments  and  promotions  to  fill 
the  constantly  occurring  vacancies  incident  to  service. 
Every  one  from  top  to  bottom  is  looking  solely  for 
efficiency ;  no  one  is  playing  favorites  as  of  old ;  in  every 
grade  the  man  must  make  good  or  lose  his  job;  never 
before  has  there  been  such  opportunity  to  win  on  your 
merits. 

Every  proper  American  lad  wants  to  be  a  leader, — 
to  lead  his  crowd  in  school,  his  gang  on  the  street. 
Later  in  manhood,  he  wants  to  be  a  boss,  if  not  the 
boss.  Americanism  demands  independence,  having 
something  to  say  about  how  your  daily  affairs  are  to 
be  conducted.  We  are  fighting  right  now  to  maintain 
that  privilege.  And  every  American  youth  always 
faces  his  future  with  the  idea  of  getting  ahead.  His 
position  in  life  is  not  a  fixed  thing  to  be  accepted,  as 
in  the  older  countries.  Whatever  his  position,  he 
considers  it  but  the  rung  of  a  ladder,  and  starts  out 
detennined  to  climb. 

Unfortunately  perhaps  for  our  moral  fiber,  but  no 
doubt  essential  in  the  universal  scheme,  "  climbing " 
had  generally  come  to  mean  the  attainment  of  wealth. 
Our  tremendous  natural  resources,  the  astonishing 
strides  in  applied  science  and  invention,  the  constant 
flood  of  cheap  immigrant  labor,  all  combined  to  offer 
unlimited  opportunity  to  nerve  and  ambition,  and  the 
attainment  of  wealth  seemed  their  natural  goal.    Sel- 


THE  OPPORTUNITY  13 

fishness  all  but  became  a  national  characteristic.  Giv- 
ing service  to  the  State  was  rarely  thought  of,  taught 
in  few  homes  and  in  fewer  schools. 

This  national  crisis  has  changed  all  that.  Our  most 
successful  business  and  professional  men  are  freely 
sacrificing  time  and  personal  gain  in  public  service, 
while  our  youth  offer  life  as  well.  And  the  aftermath 
must  be  a  new  conception  of  the  duties  of  citizenship. 
We  will  see  better  men  engaged  in  public  service,  and  a 
more  general  interest  taken  in  the  affairs  of  govern- 
ment. And  above  all  we  will  see  manual  labor  again 
dignified,  as  of  old,  when  our  fathers  were  hewing  their 
own  way  through  the  forests. 

That  is  the  logical  outlook  for  a  real  democracy, 
whose  success  must  depend  on  the  education  of  its 
voting  masses.  Manual  labor  must  be  done  by  some 
one.  Repairing  the  ravages  of  war  at  home  will  stop 
the  flood  of  cheap  European  labor.  Hence  it  will  end 
for  us  in  manual  labor  being  performed  by  educated 
men.  And  that  will  cause  an  adjustment  of  labor  con- 
ditions on  a  satisfactory  basis,  where  the  man  who  hopes 
to  be  a  boss  must  prove  himself  a  better  leader  than 
good  men  about  him.  No  longer  may  an  American  look 
to  be  a  superior,  simply  because  he  is  an  American. 
To  win  then,  he  must  prove  he  possesses  the  qualities 
of  leadership,  and  the  trained  soldiers  returning  to 
civil  pursuits  from  military  service  will  have  an  advan- 
tage in  this  regard. 

For  the  qualities  of  leadership  are  practically  the 
same  for  civil  life  as  in  the  army.    The  shop  and  rail* 


14  LEADERSHIP  AND  MILITARY  TRAINING; 

road  foreman,  the  school  teacher  and  minister,  the 
contractor  and  the  gang  boss,  all  are  dealing  with 
human  beings  as  their  leaders,  and  all  will  find  them- 
selves better  men  on  their  jobs,  getting  better  and 
better  results,  the  nearer  they  come  to  the  ideals  of  a 
true  military  leader.  Let  us  therefore  study  the  prin- 
ciples of  leadership,  not  alone  for  what  they  may  mean 
for  us  in  the  service,  but  for  after  the  war  as  well. 

It  may  be  that  this  war  will  happily  end  for  all 
time  the  need  of  training  the  nation's  manhood  to 
fight.  Even  so  it  will  have  brought  home  to  thinking 
men  the  tremendous  benefits  to  the  nation  that  come 
from  training  its  youth  in  national  service,  from  teach- 
ing fellowship  and  teamwork  to  boys  from  all  walks 
of  life,  and  from  developing  in  all  of  them  vigorous, 
healthy  bodies,  alert  minds  and  muscles  trained  to 
reciprocal  action,  respect  for  authority,  a  personal  in- 
terest in  the  nation's  welfare  and  policies,  habits  of 
cleanliness,  industry,  regularity,  alertness  and  sanitary 
living.  A  democracy  may  hope  to  attain  its  high  ideals 
of  government  when  its  citizens  are  self-trained  in 
these  qualities,  it  may  thrive  commercially  when  its 
work  is  done  by  men  thus  trained  and  developed. 

This  training  need  not  be  for  military  aims  alone. 
In  one  of  our  States  a  Commission  with  a  broad  vision 
had  worked  out  the  details  of  a  system  which  included 
industrial  training  as  well.  The  farmer  boy  and 
mechanic,  the  shop  boy  and  the  son  of  the  rich,  al^ 
were  to  be  trained  alike  in  giving  service  to  the  State, 
meantime  being  developed  in  physique,  discipline  and 


THE  OPPORTUNITY  15 

the  manly  qualities  that  go  with  military  training  and 
organization.  The  war  postponed  the  execution  of  this 
scheme.  But  we  may  expect  that  the  intelligence  of 
the  nation  will  provide  that  the  war  be  followed  by  the 
installation  of  some  such  scheme  of  universal  training, 
employing  the  principles  of  military  service  and  organ- 
ized on  military  lines. 

Then  for  our  success  both  as  soldiers  now  and  as 
citizens  after  the  war,  let  us  learn  what  this  military 
system  is,  and  particularly  for  our  own  good  let  us 
learn  so  we  may  be  able  to  use  the  qualities  of 
leadership. 


THE  MILITARY  SYSTEM 

Military  Service  is  our  most  ancient  public  insti- 
tution. In  the  history  of  the  world  no  free  people  have 
ever  existed  without  it.  From  the  first  grouping  of 
men  into  communities,  certain  of  the  ablest  members 
have  always  been  organized  as  a  fighting  machine  for 
the  protection  of  their  property  and  civil  rights — and 
these  men  have  been  honored  in  the  measure  of  their 
prowess.  Older  than  the  Church,  older  than  taxation, 
this  honored  institution  has  always  demanded  of  mem- 
bership in  a  community,  of  citizenship  in  a  nation,  that 
the  most  worthy  members  should  give  military  service 
in  time  of  need. 

Far  from  being  a  characteristic  of  imperialism,  uni- 
versal military  service  is  the  very  corner-stone  of  the 
edifice  of  Democracy.  Where  the  liberties  of  the  people 
are  the  one  aspiration  of  government,  the  people  must 
be  trained  and  ready  to  defend  these  liberties.  Witness 
Greece  and  Rome  in  their  glory,  and  what  occasioned 
their  fall;  witness  Switzerland  and  France  to-day,  de- 
fending their  honor  and  existence.  And  that  Democ- 
racy alone  may  hope  to  thrive,  whose  citizens  recognize 
the  obligations  of  citizenship  therein,  whose  citizens 
seek  not  what  they  may  get  out  of  the  State,  but  rather 
to  fit  themselves  to  give  individual  service  to  the  State. 
When  public  opinion  comes  to  measure  the  success  of 
a  man's  life  by  his  service  to  the  State  and  to  his  fellows, 
16 


THE  MILITARY  SYSTEM  17 

rather  than  by  the  fortune  he  has  amassed  for  selfish 
aims,  then  public  opinion  is  worthy  to  control  a  great 
nation,  and  may  hope  to  hold  that  nation  in  the  highest 
place  in  the  councils  of  the  world. 

Our  nation  to-day  feels  the  stirrings  of  such  an 
opinion,  its  best  citizens  are  seeking  means  to  give  it 
unselfish  individual  service.  If  that  spirit  grows,  par- 
ticularly in  the  youth  of  the  nation,  there  is  high  promise 
that,  realizing  past  weaknesses,  we  may  accept  a  stand- 
ard of  service  that  will  assure  for  the  nation  a  glorious 
future. 

The  first  step  in  considering  the  military  service  is  to 
appreciate  something  of  its  meanings.  You  are  entering 
a  system  as  old  as  history,  whose  tenets  are  unchanged 
by  time,  whose  service  to-day  requires  the  same  high 
qualities  of  manhood,  leadership  and  morale.  Its  tre- 
mendous responsibilities,  for  the  lives  of  your  fellows 
and  the  safety  of  your  nation,  appeal  to  a  man  of  red 
blood ;  yet  give  him  pause,  if  he  feel  himself  unfitted  to 
meet  them  worthily. 

The  primary  object  of  military  organization  is  to 
marshall  all  the  forces  of  the  nation;  its  millions  of 
men  and  thousands  of  horses,  its  railroads  and  auto 
transports,  its  resources  for  munitions  and  every  reser- 
voir of  supply,  and  the  brains  and  machinery  for  ad- 
ministering them;  so  that  all  these  forces  may  be 
handled  as  a  unit,  all  brought  to  bear  at  a  given  point 
and  time,  as  a  powerful  weapon  in  the  hands  of 
government. 

The  actual  fighting  forces  are  but  the  keen  edge  of 


18  LEADERSHIP  AND  MILITARY  TRAINING 

this  mighty  blade,  whose  efficiency  must  depend  on 
the  mass  and  quality  of  the  metal  behind  it,  to  give 
force  to  its  blows  and  to  renew  the  edge  when  worn 
away  in  service.  The  fashioning  of  this  knife,  the 
concentrating  and  properly  ordering  all  our  resources 
into  this  mighty  whole,  the  training  of  intellect  and  will 
to  direct  it,  this  is  the  problem  which  confronts  us. 

When  war  comes  the  life  of  the  nation  is  at  stake, 
and  the  conduct  of  war  becomes  a  life-saving  process. 
All  commercial  and  civil  propositions  become  sub- 
ordinate, railroads,  transports,  factories,  labor,  all  drop 
their  individual  aspirations,  and  lend  themselves  to  the 
best  interests  of  government.  And  we  must  be  pre- 
pared to  use  intelligently  these  vast  agencies.  Not  only 
will  the  patriotic  response  of  labor  be  vital,  but  there 
will  be  a  place  for  each  of  their  highly  specialized  ex- 
perts, where  their  peculiar  capacities  can  be  of  inesti- 
mable service  to  the  nation.  Not  as  members  of  the 
active  fighting  machine,  but  as  directing  powers  nearer 
the  sources  of  supply,  they  will  assure  the  arrival  in 
the  zone  of  actual  operations  of  all  those  resources 
which  the  trained  army  officers  will  there  know  how 
to  use. 

This  task  of  organization  is  no  myth.  It  is  the  one 
vital  thing  for  the  success  of  our  arms,  and  the  life  of 
our  nation.  It  is  a  concrete  thing  that  has  got  to  be 
accomplished,  before  we  may  think  of  calling  ourselves 
ready  for  combat.  It  demands  the  best  minds  at  our 
disposal,  the  most  ardent  application  to  the  problem, 
and  above  all  the  loyal  support  of  the  body  politic. 


THE  MILITARY  SYSTEM  19 

Considering  the  organization  of  an  army  itself,  its 
object  is,  that  all  these  men  and  animals  may  be  fed, 
armed,  equipped,  disciplined  and  transported  at  the  will 
of  the  commander;  and  above  all  that  they  may  be 
fought  in  battle,  every  ounce  of  this  energy  instantly 
controlled  and  directed  by  the  will  of  the  chief.  We 
will  see  how  the  men  are  grouped  in  training  from  the 
squad  up,  and  how  subordination  welds  them  into  a 
loyal  team.  Back  down  through  these  same  steps,  from 
leader  to  subordinate  leader,  comes  the  will  of  the 
commanding  general,  till  the  squad  leaders  have  trans- 
mitted it  to  their  men,  and  the  whole  machine  is  moving 
uniformly,  accurately  responsive  to  the  master  mind. 

The  guiding  principles  of  this  military  machine  are 
teamwork  and  subordination.  Its  animating  soul  is 
discipline. 

Teamwork. — In  battle,  and  in  preparation  for  bat- 
tle, there  are  but  rare  occasions  for  ''individual  plays." 
Success  may  be  attained  only  through  the  most  unselfish 
playing  for  the  team.  And  not  only  must  the  elements 
of  each  organization  thus  work  together,  but  the  differ- 
ent arms,  infantry,  cavalry  and  artillery,  must  often 
sacrifice  brilliant  opportunities  and  even  meet  local 
defeats,  loyally  working  for  the  common  good  of  the 
whole  team.  Thus  each  unit,  from  an  army  down  to 
a  squad,  is  considered  and  trained  as  a  team,  each  under 
its  own  team  captain.  Its  elements  are  taught  to  work 
together  for  the  common  good,  each  under  its  appro- 
priate leader;  and  these  leaders  are  taught  not  alone 
the  principles  of  good  leadership,  but  the  spirit  and 


20  LEADERSHIP  AND  MILITARY  TRAINING 

technic  of  co-operation  and  loyal  teamwork.  Thus 
the  brigade  commanders  train  and  handle  their  brigade 
teams  as  individual  units,  yet  all  work  together  for  the 
success  of  the  Division  team  to  which  they  belong.  And 
thus  in  the  last  analysis  the  squad  leaders  train  their 
men  into  efficient  squad  teams,  and  these  squads  are 
the  elements  which  the  captain  handles  in  his  team,  the 
company.  These  squads  are  the  unit  teams,  and  by  suc- 
cessive groupings  into  larger  units  they  ultimately  make 
the  army  team  with  which  we  face  the  enemy  in  battle. 
They  are  the  prime  consideration  for  the  individual 
soldier.  Here  he  learns  the  elements  of  the  military 
game,  co-operation,  discipline  and  leadership;  and  any 
one  member  may  properly  aspire  to  the  leadership, 
may  have  it  thrust  upon  him,  and  therefore  should 
strive  to  fit  himself  to  meet  it  worthily. 

Subordination. — The  individual  in  each  grade  of 
office  has  his  own  peculiar  responsibilities,  and  must 
be  held  accountable  for  their  strict  observance.  Sub- 
ordination rests  on  a  thorough  knowledge  of  what  these 
responsibilities  are,  on  their  observance  by  all,  both 
above  and  below,  and  on  the  proper  exercise  by  each 
of  his  own  functions.  Particularly  must  the  superior 
take  pains  to  give  full  play  to  the  powers  of  his  sub- 
ordinates, always  sustaining  them  if  possible  in  the 
proper  exercise  of  the  function  of  their  grade;  thus 
emphasizing  their  authority  over  their  men  and  en- 
couraging initiative  and  willingness  to  take  responsi- 
bility, so  necessary  to  success  in  campaign  and  battle. 
They  should  not  be  corrected  or  criticized  in  the  pres- 


THE  MILITARY  SYSTEM  21 

ence  of  the  men  unless  absolutely  necessary,  lest  their 
authority  be  weakened.  If  a  subordinate  has  used  mis- 
taken judgment,  correct  him  in  private,  and  let  him 
make  the  correction  himself  before  his  men.  Hold  the 
sergeant,  not  the  individual  private,  responsible  for 
failure  in  performance  of  duty,  in  care  of  equipment, 
etc.  This  will  make  the  soldier  appreciate  the  authority 
of  his  squad  leader,  and  the  leader  appreciate  his  own 
responsibilities.  All  this  will  require  patience  and 
resource.  But  remember  that  you  are  training  team 
captains,  whose  efficiency  will  be  of  inestimable  service 
to  you  later,  when  work  is  to  be  done. 

Discipline. — The  most  important  element  in  mili- 
tary training!  As  vital  to  the  success  of  an  army,  as 
live  steam  to  the  operation  of  a  locomotive.  Without 
it  the  best  of  individual  soldiers  are  but  an  armed  mob, 
to  be  made  a  mockery  by  a  trained  foe;  with  a  high 
type  of  discipline  an  army's  powers  are  increased  ten- 
fold. Every  great  general  in  history  has  recognized 
this,  and  his  success  has  been  measured  by  his  ability 
to  inspire  discipline. 

Discipline  xepresents^eventy-five  per  cent  of -battle 
efficiency.  Men  and  arms  we  may  command,  but  money 
cannot  buy  discipline,  nor  munition  plants  supply  it.  It 
is  of  the  very  essence  of  training,  and  springs  from  the 
intelligence  and  conscientious  work  of  the  leaders  who 
must  inspire  it,  or  whose  incompetence  will  render  its 
attainment  impossible.  This  is  what  makes  thorough 
training  so  necessary,  what  makes  military  men  shud- 
der at  the  thought  of  war  without  adequate  preparation. 


22  LEADERSHIP  AND  MILITARY  TRAINING 

Our  history  is  full  of  instances  where  otherwise  splen- 
did forces  have  been  brutally  defeated  for  lack  of 
discipline.  Intangible  and  psychic,  the  outgrowth  of 
patient,  skillful  culture — it  is  no  concrete  thing  to  be 
handed  to  troops  as  they  mobilize  for  war.  It  is  as 
difficult  to  attain  as  it  is  necessary  for  success.  Only 
adequate  training  may  supply  it,  yet  it  may  be  lost 
in  a  day  through  the  incompetency  of  leaders.  Hence 
it  is  the  one  vital  thing  for  you  to  understand ; — it  is  the 
underlying  thought  throughout  this  book. 

Discard  any  vague  conceptions  of  discipline  as  asso- 
ciated only  with  punishments  and  brutality.  We  mean 
something  far  higher  than  that.  General  Sherman 
says :  *'  Discipline  is  the  soul  of  armies."  This  means 
it  is  the  spirit — the  actuating  spirit  that  inspires  indi- 
viduals to  deeds  of  heroism,  that  gives  them  heart  for 
patient  endurance  of  untold  hardships,  that  makes  them 
freely  surrender  individual  wills  to  the  will  of  the 
leader,  that  binds  them  into  a  splendid  fellowship, 
aspiring,  sacrificing,  training  together  for  a  common 
cause.  That  is  the  discipline  that  you  must  foster  in 
your  organization.  To  learn  how  to  arouse  it  is  the 
first  duty  of  the  leader. 

Discipline  may  be  defined  as  that  psychic  something 
which  is  always  recognized  by  its  manifestations  of 
ever  present  respect  for  superiors,  and  instant  cheerful 
obedience,  not  only  to  orders  given,  but  to  a  high  per- 
sonal sense  of  duty.  It  leads  directly  to  esprit,  from 
which  springs  morale;  and,  other  things  being  equal, 
with  the  morale  fifty  men  can  beat  two  hundred.    How 


THE  MILITARY  SYSTEM  23 

clear  then  is  the  course  for  the  successful  leader — in- 
flexible in  discipline,  arousing  and  fostering  in  his  com- 
mand pride  and  esprit,  till  finally  they  have  acquired 
a  morale  that  makes  his  men  believe  themselves  invin- 
cible. Discipline  is  then  not  the  end,  but  a  means  to  ^^ 
an  end — the  end  that  each  man  shall  be  imbued  with"a 
spirit  of  loyalty  to  leader  and  to  organization,  which 
will  result  in  unity  and  promptness  of  action  in  instant 
response  to  the  mil  of  the  leader. 
"  ^KTiLiTARY  Training. — The  one  end  sought  is  so  to 
have  organized,  trained,  and  disciplined  the  thousands 
of  individuals  who  compose  an  army,  that  they  may  be 
made  all  to  respond  as  one  unit  instantly  and  effectively 
to  the  will  of  the  chief.  This  is  the  military  machine 
working  perfectly.  Easily  possible  on  the  drill  field, 
every  one  at  ease,  well  fed  and  complacent ;  it  can  be 
done  amid  the  strain  and  roar  of  the  battlefield,  only 
when  training  has  made  true  leaders  of  every  corporal 
and  general,  and  developed  an  unshakable  discipline 
in  all. 

The  Squad  System  is  the  foundation  for  this  train- 
ing. In  each  branch  of  the  service  It  may  be  accepted 
as  fundamental  that  the  smooth  working  management 
of  the  company  and  its  efficiency  are  dependent  upon, 
first,  the  grouping  of  the  men  Into  permanent  squads 
under  noncommissioned  officers  assigned  as  leaders, 
who  are  trained  as  such,  and  are  held  responsible  for 
the  discipline  and  proper  performance  of  all  the  duties 
of  their  men  in  the  field  or  in  quarters ;  and  second,  on 
the  faithfulness  and  intelligence  with  which  the  com- 


24  LEADERSHIP  AND  MILITARY  TRAINING 

mander  uses  these  squad  leaders  in  all  administration, 
each  group  as  a  team,  its  leader  as  a  team  captain. 

The  Infantry  Regulations  particularly  recognize  the 
psychological  necessity  for  developing  in  peace  training 
the  qualities  of  leadership  in  the  noncommissioned  offi- 
cers ;  and  that  the  constant  use  of  the  squad  system  in 
administration  and  drill  is  the  best  available  method  of 
accomplishing  it.  The  exigencies  of  campaign  and  bat- 
tle will  continually  place  noncommissioned  officers  in 
command,  and  if  their  peace  training  is  to  be  reason- 
able, it  must  prepare  them  to  meet  these  responsibilities. 
The  commanding  officer  who  is  conscientiously  train- 
ing his  command  for  efficiency  will  take  every  means 
of  developing  his  subordinates  into  good  troop  leaders. 

The  successful  man  in  charge  of  any  big  job  is  he 
who  can  pick  good  men  for  subordinates,  and  develop 
them  into  responsible  agents  to  execute  his  will.  For 
in  any  considerable  undertaking  the  chief  must  work 
through  agents,  in  the  final  analysis  through  subor- 
dinates who  deal  directly  with  the  individual  men.  And 
these  steps  of  control  through  subordinates  become  the 
rungs  of  the  ladder  on  which  the  ambitious  climb  to 
the  leadership.  This  system  is  so  common  as  to  be 
generally  accepted  without  appreciating  its  require- 
ments and  its  possibilities.  To  no  one  is  this  appre- 
ciation so  important  as  to  the  captain  of  a  company. 

In  military  service  the  squad  system  of  organiza- 
tion provides  the  machinery  at  once  for  efficient  control 
and  even  more  important  for  training  in  leadership. 
Make  these  men  in  reality  team  captains  of  their  own 


THE  MILITARY  SYSTEM  26 

squads,  use  them  as  such  in  all  matters  of  administra- 
tion about  the  quarters  and  particularly  in  the  field, 
train  them  to  the  responsibilities  of  leadership,  and 
train  yourself  to  such  system  in  all  your  work  as  will 
enable  you  to  deal  through  these  squad  leaders  in  every- 
thing you  do ;  and  change  the  personnel  of  your  squads 
as  little  as  possible.  This  organization  is  the  backbone 
of  efficiency. 

To  install  it  is  going  to  tax  your  patience  and 
ingenuity,  but  it  is  really  essential  that  you  do  it,  and 
thus  develop  your  subordinates  into  efficient  leaders; 
and  soon  you  will  get  your  reward  in  commanding  an 
organization  which  will  be  a  pride  and  comfort  to  you ; 
which  will  work  smoothly,  all  but  automatically,  your 
subordinates  taking  the  burden  quite  off  your  shoulders, 
and  you  will  thus  establish  a  system  to  make  efficient 
training  possible  and  a  corps  of  assistants  to  make  it 
easy. 


LEADERSHIP 

What  then  is  your  first  consideration,  if  you  wish 
to  succeed  in  the  miUtary  service?  To  fit  yourself  to 
he  team  captain  of  your  group,  be  it  squad,  platoon  or 
company.  To  be  a  good  team  captain  requires  first 
that  you  be  a  good  disciplinarian,  next  that  you  acquire 
and  use  those  quaUties  that  characterize  natural  leaders 
of  men.  In  all  dealings  with  your  men  you  must  have 
their  respect,  unhesitating  obedience,  and,  if  you  are 
man  enough  to  win  it,  their  enthusiastic  loyalty. 

To  attain  the  confidence  and  respect  of  your  men, 
the  first  requisite  is  superior  knowledge.  That  will  give 
you  the  self-confidence  to  appear  as  a  leader,  and  will 
justify  your  men  in  following  you.  Therefore  never 
appear  before  them  unprepared  to  play  your  part  in  the 
game.  You  are  a  sorry  object  pretending  to  lead  when 
there  are  men  in  ranks  who  know  your  part  better  than 
you  do. 

There  are  many  circumstances  in  which  a  leader 
may  advise  with  his  subordinates,  but  it  must  be  clear  in 
the  end  that  the  final  judgment  is  his  own.  It  is  pos- 
sible, too,  for  the  best  men  to  make  mistakes — these 
should  always  be  frankly  acknowledged  as  such,  and  no 
attempt  made  to  bluff  them  through.  Apologies  and 
explanations  why  are  but  harmful.  The  men  appreciate 
manliness ;  you  cannot  fool  them  long,  and  found  out 
as  a  bluffer,  your  leadership  is  hopeless. 


LEADERSHIP  27 

It  is  proper  that  you  should  aspire  to  popularity, 
to  be  beloved  of  your  men,  to  be  one  of  those  leaders 
of  whom  it  is  boasted  that  their  men  would  follow 
them  anywhere.  And  remember  that  while  history 
speaks  of  such  leaders  generally  in  the  higher  grades, 
their  success  was  made  possible  only  by  the  fact  that 
their  armies  were  made  up  of  many  small  groups,  in 
which  the  men  were  following  their  leaders  with  equal 
loyalty. 

But  do  not  be  deluded  into  thinking  that  this  popu- 
larity is  attained  by  easygoing  methods,  by  favoritism, 
by  winking  at  delinquencies  and  overlooking  failures  in 
strict  performance  of  duty.  Such  popularity  fades 
when  the  real  test  comes,  and  changes  to  disrespect, 
insubordination  and  contempt,  when  real  men  are  at 
the  fore,  leading  through  hardships  and  dangers.  Build 
then  your  popularity  on  the  firmer  qualities  of  justice 
and  fairness  to  all,  inflexibility  in  demanding  obedience 
and  faithful  performance  of  duty,  and  constant  vigi- 
lance for  the  welfare  and  interests  of  your  men,  and 
above  all,  by  forethought  and  preparation,  on  such  con- 
duct of  your  office  as  will  inspire'  respect  and  even 
admiration  for  your  ability  as  a  leader. 

The  popular  noncommissioned  officer  is  the  one 
whose  squad  is  the  most  snappy  and  efficient.  His  men 
admire  him  and  they  have  the  habit  of  jumping  when 
he  speaks.  He  does  not  waste  their  time  through  lack 
of  forethought,  nor  make  them  do  unnecessary  work 
through  lack  of  head  work.  His  brain  is  active,  and 
in  each  case  alert  to  such  management  as  is  easiest  for 


28  LEADERSHIP  AND  MILITARY  TRAINING 

his  men.  He  does  not  uselessly  march  them  around 
three  sides  of  a  square  when  a  direct  movement  would 
have  accomplished  the  purpose.  He  demands  strict 
compliance  with  his  orders,  and  close  attention  from  all 
whenever  he  is  giving  general  instructions;  and  sees 
that  all  work,  hardship,  or  privilege  is  fairly  apportioned 
among  them. 

ItjS_2Sychologically  tXlie  that  PVf^ry^^c4^miprrrf--nT;n^ 

worlong  together  for  a  common  2JjJ!PftS£y-saQn-eomes 
"toTiave  a  soul  of  its  own.    It  is  true^gLaxom^anyTTt  is 
true^f^^guadLand  equalLy„tru£  of  a  gang  of  jmickmen- 
^jI_aL.jnb.  -The  good  leader  learns  to  know  that_sQjLil, 
and  deal  intelligently  with  it — ^knows  its  aspiratiQn»r4t»- 
limits~orendurance,  how  to  inspire  it  to  increased^xn=- 
deavor,  how  to  insprnFTt  w^hen  discouj;ag£d-ift-latigU€ 
orHaHii^Jiowio  arntise  its  interest  in  the  work  jlL. 
hand.     Let  him  always  consider  this  in  planning  the 
work  for  his  men,  in  controlling  them  in  their  worl^/^ 
There  are  many  means  of  appeal  to  this  spirit;  you 
must  learn  and  use  them.  You  can  make  lagging  foot- 
steps quicken  and  fatigue-dulled  minds  brighten,  just  as 
martial  music  will  make  a  jaded  column  spring  to  life ; 
the  men  are  no  less  tired,  but  new  nerve-forces  have 
supervened  and  made  them  forget  the  fatigue.     This 
soul  is  as  susceptible  to  bad  influences  as  to  good.    How 
disastrous  if  the  leader  offend  it.    How  important  that 
he  be  in  touch  with  it,  and  treat  it  intelligently. 

It  is  spirit  that  makes  the  soldier  endure  and  dare. 
Especially  among  men  of  quality  spirit  will  carry 
through  where  cold-blooded  training  alone  must  fail. 


LEADERSHIP  29 

Watch  the  good  troop  leader;  on  the  march,  in  camp, 
at  drill,  in  the  school  room,  by  word  and  even  more  by 
thoughtful  conduct  of  the  work  in  hand,  he  is  always 
fostering  spirit.  His  men  know  that  what  he  requires 
is  reasonable,  they  feel  that  he  is  regarding  their  wel- 
fare in  every  move,  making  their  work  as  interesting 
as  possible,  and  conducive  to  future  success.  It  is  even 
possible  to  attain  such  a  group  spirit  that  the  failure  or 
delinquency  of  one  man  will  so  hurt  the  feelings  of  the 
group  that  his  punishment  may  rest  on  that  alone. 

Every  man  delights  in  work  well  done,  in  actually  * 
doing  well  what  he  puts  his  hand  to.  The  farmer  boy 
takes  pride  in  hoeing  a  row  of  corn  expeditiously,  the 
carpenter  delights  in  his  clever  handiwork.  Remember 
this  when  you  direct  the  drill  or  work  of  your  men.  It 
must  control  your  manner  and  tone  when  you  criticize 
them.  They  enjoy  being  snappy,  being  efficient,  doing 
the  right  thing  at  the  right  time,  avoiding  wasted  time 
or  energy — and  they  are  disgusted  with  the  reverse  of 
these.  Appreciation  of  this  principle  will  cause  a  help- 
ful chagrin  when  you  see  failure  result  from  your  own 
inability  or  inefficient  leadership.  You  are  applying  it 
when  you  commend  some  man  for  particularly  good 
performance,  when  you  call  out  "  Good !  "  as  the  men 
execute  a  movement  properly  at  drill.  The  leader  who 
truly  appreciates  this  phase  of  human  nature,  and  intelli- 
gently uses  it  in  his  work,  has  taken  a  long  step  toward 
success. 

The  state  of  discipline,  a  mental  status,  is  attained 
more  by  a  system  of  rewards  than  of  punishments — ^yet 


30  LEADERSHIP  AND  MILITARY  TRAINING 

both  are  necessary  and  potent  factors.  And  do  not 
imagine  that  there  is  a  class  to  be  controlled  by  punish- 
ments alone.  For  in  our  service  there  is  no  class  of 
men  in  which  you  may  not  appeal  successfully  to  the 
men's  better  qualities.  If  such  individuals  arrive,  the 
spirit  of  the  group  should  force  them  into  such  uncom- 
fortable isolation  that  they  will  either  strive  to  emulate 
the  good  or  else  soon  withdraw. 

In  the  system  of  rewards  the  leader  finds  the  most 
powerful  ally  in  building  up  that  discipline  which  leads 
to  esprit  and  morale.  He  must  be  on  the  lookout  for 
opportunities  to  use  it.  A  word  or  even  a  look  of 
approbation  is  often  sufficient.  In  every  group  will  be 
found  natural  leaders,  men  who,  when  hardships  bear 
down  the  spirits  of  the  majority,  are  found  doing  more 
than  their  share,  and  not  only  by  example,  but  often 
by  cheerful  word  or  quip,  are  unconsciously  inspirit- 
ing the  whole  to  better  endurance.  The  leader  must 
find  every  opportunity  to  show  public  recognition, of 
the  merit  of  these  men,  thus  strengthening  their  in- 
fluence with  their  fellows.  Give  them  the  important 
missions;  be  sure  it  is  such  a  one  who  is  detailed  to 
any  conspicuous  or  daring  duty;  if  favor  must  be 
shown,  be  sure  it  goes  to  such  a  man.  Again,  there  are 
generally  found  would-be  leaders  of  the  opposite  tem- 
perament, chronic  pessimists  and  kickers,  who  by  exam- 
ple and  frequently  by  grumblings,  lower  the  average  of 
endurance  and  performance.  It  is  equally  important 
that  the  leader  undermine  the  influence  of  these  men, 
quietly  giving  them  the  disagreeable  details  that  often 


LEADERSHIP  31 

must  be  performed,  and  never  making  the  vital  mistake 
of  appearing  to  approve  by  selecting  such  a  man  for  a 
conspicuous  detail.  How  absolutely  important  then 
that  a  leader  truly  know  the  personalities  of  his  men. 
Not  only  must  he  pick  the  man  best  qualified  for  the  task 
at  hand,  but  he  must  consider  the  effect  of  his  selection 
on  the  morale  of  his  group.  And  this  demands  constant 
observation  of  his  men  at  their  work.  What  supreme 
confidence  in  divine  guidance  must  inspire  that  captain, 
who,  at  the  end  of  a  hard  hot  march,  has  the  first  detail 
pitch  his  tent,  roll  the  walls,  arrange  the  cot  and  fly 
net,  and  then  passes  quietly  to  repose,  while  the  soldiers 
perform  their  arduous  duties  unobserved.  If  this  cap- 
tain were  required  to  detail  an  orderly  to  the  colonel 
the  next  day,  he  might  easily  pick  some  man  who 
through  indifference  or  meanness,  had  been  a  humilia- 
tion lG  his  squad  the  day  before. 

Commanders  are  better  paid  and  better  mounted 
that  they  may  endure  more  than  those  under  them; 
greater  and  greater  grow  the  demands  for  tireless 
vigilance  as  the  grade  of  the  officer  increases.  In  this 
truth  lies  one  of  the  main  reasons  why  as  war  continues 
we  find  the  younger  and  more  virile  men  attaining  the 
superior  commands.  An  ambitious  troop  leader  will 
avoid  dissipation,  conserving  his  energies  in  peace  that 
he  may  draw  on  them  unsparingly  in  war,  and  that 
he  may  not  need  then  to  rest  when  by  vigilance  he 
might  be  guarding  the  welfare  of  his  men  and  building 
up  their  morale  for  the  supreme  test  to  come. 

Punishments  cannot  be  administered  in  accordance 


82  LEADERSHIP  AND  MILITARY  TRAINING 

with  any  set  standard.  Every  offense  contains  the  ele- 
ments of  the  personal  equation  of  the  offender,  the 
attending  circumstances,  the  motive,  and  always  the 
effect  on  the  discipline  of  the  group.  Your  decision 
must  be  the  voice  of  calm  impartial  justice.  A  troop 
leader  is  ever  a  judge,  guarding  the  tone  of  his  group 
as  a  good  judge  guards  the  tone  of  his  civil  commun- 
ity. Remember  there  are  two  sides  to  every  question. 
Be  sure  the  accused  has  a  fair  hearing,  and  always  look 
for  the  motive.  A  soldier  rarely  commits  a  serious 
offense  gratuitously. 

The  authority  in  you  to  reward  and  punish  the  acts 
of  individual  men  is  a  great  power  for  good  or  for 
evil — not  alone  to  the  individual,  but  through  your 
treatment  of  his  case  to  the  whole  group.  It  is  in  your 
power  to  ruin  a  man's  career,  if  you  w411,  as  it  is  to 

.  take  a  weakling  and,  by  proper  treatment,  make  a  man 
and  soldier  of  him.  A  sense  of  this  should  give  the 
leader  pause  when  he  is  about  to  emit  some  hasty 
judgment  formed  in  passion — the  very  passion  often  the 
result  of  an  inner  consciousness  of  his  own  failure  or 

^weakness.  Cultivate,  then,  patience  and  justice,  a 
knowledge  of  human  nature  and  of  *'cause  and  effect." 
It  is  of  the  greatest  value,  too,  to  be  able  to  see  from 
the  man's  view-point,  as  well  as  from  your  own. 
Could  that  always  be  done  it  would  be  the  controlling 
factor  in  most  correct  decisions. 

Since  both  punishments  and  rewards  are  given  for 
their  effect  on  the  discipline  and  morale  of  the  whole 
group,  they  should  always  follow  the  act  as  closely  as 


LEADERSHIP  83 

possible,  thus  giving  full  effect.  Where  the  reward  is 
a  word  of  commendation,  or  the  punishment  one  of 
reprimand,  this  may  always  be  done.  In  any  case  the 
first  steps  toward  punishment,  where  punishment  is 
necessary,  should  be  promptly  taken  to  avoid  discus- 
sions and  argument  among  the  men  and  the  growth 
among  them  of  the  feeling  that  perhaps  the  "old  man 
hasn't  the  nerve"  to  back  up  his  authority. 

Be  calm  injemergency ;  unruffled,  even  sardonic  if 
you  have  it  in  you,  in  the  face  of  hardships;  unper- 
turbed and  even  casual  in  the  face  of  danger.  The 
psychological  power  of  mental  suggestion  is  now  well 
understood,  and  accepted  as  one  of  the  surest  means 
of  controlling  men.  If  you  are  a  real  leader  your  men 
will  take  their  mental  attitude  from  what  yours  appears 
to  be.  In  danger  they  will  watch  your  movements, 
even  facial  expression,  for  reassurance.  /  It  is  then  that 
you  drop  some  casual  remark,  "borrow  the  makings" 
and  roll  a  cigarette,  do  any  simple  thing  naturally,  show- 
ing that  you  are  at  ease  and  confident  in  these  abnormal 
circumstances,  and  your  men  regain  their  wavering 
confidence,  feeling  that  you  are  not  afraid./ So,  in  time 
of  unavoidable  hardship,  you  must  avoid  showing 
annoyance  or  impatience.  Your  sardonic  acceptance 
of  necessary  conditions  will  unconsciously  lead  to  theirs, 
and  save  the  nerve  strain  and  damage  to  esprit  which 
result  from  grumbling,  and  bucking,  and  cursing  out 
everything  in  general.  And  in  emergency  you  must 
show  perfect  self-control.  Remember  that  your  coii- 
duct  will  determine  jhajLJ^f^yQU^  men.  If  you  are 
3  ^ 


34  LEADERSHIP  AND  MILITARY  TRAINING 

excited,  they  will  be  more  so.  The  emergency  will  call 
for  perhaps  the  most  accurate,  determined,  self-con- 
trolled work,  and  if  your  heart  has  jumped  into  your 
throat  and  made  your  voice  quaver  and  your  ideas 
confused  i(and  this  will  happen  to  the  best  of  men)^ 
nothing  but  disaster  can  result  if  you  communicate  this 
to  your  men.  You  will  gain  time  and  success  in  the 
end,  if  you  take  time  now  to  swallow  your  heart,  and 
regain  perfect  self-control,  before  you  say  one  word  to 
betray  your  perturbation.  Then  with  calm  self-assured 
demeanor  give  your  directions  as  becomes  a  real  leader. 
Directions  so  given  are  a  great  comfort  to  the  men, 
and  assure  steady  intelligent  execution.  We  are  now 
considering  one  of  the  most  characteristic  failures  in 
inexperienced  troop  leadership.  Try  to  train  yourself 
so  that  you  will  be  one  of  the  exceptions,  by  acquiring 
the  habit  in  any  given  situation,  of  being  first  sure  of 
yourself,  and  then_calmly_g;iving  directions  to  your 
men.  ^  ^^ 

It  is  the  genius  of  war  to  seize  the  fleeting  oppor- 
tunity. Train  yourself  to  quick  decisions,  carried  out 
with  calm  self-confidence.y^n  the  hesitation  which 
surprise  causes  lies  its  great  advantage.  Hence  the 
danger  of  ambuscade,  etc.  The  enemy  gets  the  jump 
while  you  are  trying  to  decide  what  to  do.  It  is  not  so 
important  what  you  do,  as  that  you  do  something  and 
do  it  quickly.  Make  a  quick  decision  and  then  calmly 
carry  it  out.  Do  not  change  to  another  plan  that  may 
look  better  an  instant  later.  Vacillation  destroys  all 
confidence  in  a  leader.    Take  a  simple  plan,  a  bold  one, 


LEADERSHIP  35 

and  then  unquestioningly  bend  every  energy  to  its 
accomplishment.  You  may  train  yourself  for  this  in 
peace  time.  How  often  in  civil  life  you  are  present  at 
some  accident  or  emergency.  There  is  generally  some- 
one in  the  crowd  whose  mind  has  acted  instantaneously, 
who  has  jumped  in  and  done  the  right  thing.  Question 
your  mental  processes,  why  were  not  you  the  man  ?  In 
the  many  small  affairs  of  daily  life,  experiment  with 
making  quick  decisions,  till  you  get  the  habit  of  deciding 
quickly,  and  acquire  confidence  in  your  ability  to  do 
so  correctly.  This  will  be  of  the  greatest  value  to 
you,  to  your  men,  and  to  your  superiors — and  if  oppor- 
tunity comes  you  may  grasp  it  to  your  great  honor  and 
that  of  your  cause. 

"Soldiers  are  like  children."  There  is  one  relation 
to  the  leader  in  which  this  is  true.  He  is  a  father  to 
them.  On  the  battlefield  at  Santiago  I  saw  a  young 
second  lieutenant  put  his  hand  on  the  shoulder  of  a 
grey-haired  old  soldier  and  call  him  'his  boy,  and  there 
was  confidence  in  the  face  of  the  old  man  as  he  started 
alone  on  his  mission.  This  feeling  of  mutual  sympathy 
and  confidence  will  spring  from  thoughtful  leadership, 
and  you  should  aspire  to  it,  and  make  yourself  worthy 
of  it. 

History  records  many  daring  deeds  where  an  in- 
trepid leader  has  led  his  men  to  victory  against  seem- 
ingly overwhelming  odds,  and  all  credit  is  given  to  his 
courage.  A  mistake.  There  may  be  hundi-eds  who 
would  have  dared  lead  the  charge,  but  their  men  were 
not  prepared.     Credit  must  be  given  not  alone  to  cour- 


36  LEADERSfflP  AND  MILITARY  TRAINING 

age,  but  even  more  to  the  intelligent  leadership  that  had 
brought  the  men  to  this  opportunity  prepared  to  meet 
it  successfully;  confident  in  the  ability  of  their  leader, 
disciplined  and  buoyed  up  by  esprit,  in  the  best  pos- 
sible condition  of  mind  and  body  through  their  leader's 
constant  exercise  of  vigilance  for  their  daily  welfare 
on  the  march  and  in  the  camp.  The  making  of  the 
heroic  leader  who  will  win  laurels  on  the  battlefield 
begins  surely  in  the  drill  hall  at  home,  and  follows 
throughout  the  conduct  of  each  day's  work  in  camp 
and  on  campaign.  He  must  be  not  only  a  disciplinarian 
and  a  psychologist,  but  something  of  a  doctor,  a  cook, 
a  tailor,  saddler  and  cobbler,  a  veterinarian  and  a  black- 
smith. He  must  know  the  army  ''Rules  for  Health" 
and  see  that  his  men  observe  them.  He  must  follow 
up  his  men  like  children,  and  see  that  they  are  properly 
clothed,  fed,  rested,  entertained,  kept  in  health  and 
spirits,  giving  freely  of  his  vitality  that  he  may  reason- 
ably demand  tremendous  exertion  from  them  when  the 
opportunity  oiTers. 

The  fundamental  principle  for  the  conduct  of  a  suc- 
cessful march,  camp,  or  bivouac,  is  to  reduce  to  a 
minimum  the  hardships  for  the  men.  In  former  wars 
the  casualties  of  the  march  and  camp  have  exceeded 
those  of  battle.  We  are  too  advanced  for  that  to-day, 
and  demand  an  intelligence  in  leaders  which  will  pre- 
vent it.  "Careful  preparation,"  "march  discipline  and 
sanitation"  are  matters  of  Field  Service  Regulations 
and  proper  training.  Even  then  it  is  surprising  in  how 
many  ways  a  thoughtful  leader  may  add  to  the  com- 


LEADERSHIP  87 

fort  and  esprit  of  his  command,  which  an  ignorant  or 
careless  leader  will  overlook,  to  the  detriment  of  both. 

Men  will  not  take  care  of  themselves  without  the 
direction  of  some  one  in  authority;  they  will  wade 
through  mud  to  get  water  from  a  spring  where  five 
minutes'  work  would  place  stepping  stones  or  rails  to 
keep  their  feet  dry.  The  leader  must  see  to  such  things, 
considering  each  nev/  camp  an  interesting  problem  for 
him  to  solve  to  the  very  best  interests  of  his  men. 
Often  brush  shelters  can  be  quickly  erected  for  protec- 
tion from  winds  or  storms.  It  is  easy  to  cut  brush  and 
make  artificial  shade  where  natural  shade  does  not 
exist.  It  should  be  arranged  artificially  in  hot  weather 
for  at  least  one  assembly  place  where  the  men  may  eat 
and  sit  about  after  meals.  A  few  minutes'  work  will 
often  clean  out  a  spring,  and  add  loo  per  cent,  to  its 
value.  A  quickly  built  dam  will  often  make  a  comfort- 
able pool  from  a  shallow  stream.  The  men  soon  learn 
that  these  things  are  for  their  own  comfort,  and  while 
they  will  not  do  them  undirected,  they  are  easily  inter- 
ested in  doing  them  under  enthusiastic  leadership.  It  is 
impossible  even  to  suggest  all  that  may  be  done — it  is 
up  to  the  ingenuity  of  the  leader  and  it  is  no  time  for 
him  to  rest  in  the  shade  and  let  the  men  shift  for 
themselves. 

A  leader  who  wants  his  men  to  do  good  work  will 
give  every  consjd^ation_Jbo_  their  physical_and  mental 
well  being,---they  will  be  well  fed,  keep  reasonable 
hours,  have  proper  relaxation ;  then  they  are  ready  and 
glad  to  give  splendid  service.     How  often  civil  con- 


38  LEADERSHIP  AND  MILITARY  TRAINING 

tractors  fail  in  this, — and  lose  profits  accordingly. 
Even  worse,  by  ill  feeding  and  mean  shelter,  by  offend- 
ing the  laborer's  manliness  and  self-respect,  they  arouse 
actual  disloyalty  and  a  spirit  of  dead-beating. 

Every  war  has  had  its  famous  brigades,  famous 
regiments  and  famous  batteries.  They  had  made  a 
reputation  for  success  and  easily  maintained  it.  Their 
appearance  on  the  battlefield  was  heralded  with  acclaim 
by  other  organizations.  Their  personnel  was  easily 
kept  up  because  good  men  were  anxious  to  join  them. 
This  may  be  equally  true  in  handling  any  organization 
in  peace  time.  Let  it  get  a  reputation  for  excellence 
and  it  will  be  more  excellent,  and  its  personnel  will  be 
easily  maintained  from  the  best  men.  This  is  one  of 
the  surest  means  of.  attaining  organization  spirit— ,ta^_ 
excel  in  somethin^^  it  may  be  in  shooting  or  in  shovel- 
fing,  in  close  order  drill,  or  in  having  the  best  mess. 
The  men  begin  to  take  pride  in  their  organization,  in 
their  leaders,  and  good  men  begin  to  seek  admission  to 
its  membership.  This_max.be_as.  true  of  a  squad  as  of  a 
company,  and  should  be  the  proper  object  of  attain- 
ment for  the  squad  leader.  Men  take  delight  in  doing 
those  things  in  which  they'' are  displaying  skill  and 
efificiency.  „  With  the  bodily  and  mental  training  that 
comes  from  doing  things  well,  come  self-respect,  laud- 
able pride,  and  an  assurance  that  strengthen  the  indi- 
vidual character  and  weld  the  whole  organization  into 
a  potent  force  for  accomplishment. 

A  good  leader  is  as  one  with  his  mefl,  he  speaks 
their  language7He  shares  their  blessings  and  their  hard- 


LEADERSHIP  39 

ships,  he  is  jealous  of  their  name,  he  defends  their 
■sensiliilities'and  their  rights  in  the  larg-er  organizatinn ; 
in  fact,  he  is  the  recognized^guardiajiiifjtheir^^^^ 
physical  and  mental,  as  individuals  and  as  a  group.  He 
becomes  their  hero  and  is  affectionately  nicknamecj/ 
Making  camp  after  a  hard  march,  he  will  not  accept 
an  invitation  to  lunch  while  his  men  go  hungry  awaiting 
a  delayed  wagon ;  he  would  not  take  shelter  while  his 
men  lay  out  in  a  storm.  He  would  be  the  first  to  ques- 
tion the  fairness  of  the  action  of  an  outsider  that 
seemed  to  work  injustice  to  his  group,  or  to  one  of 
them.  H  supplies  are  short,  he  goes  and  learns  why, 
and  remedies  it  if  possible.  He  sends  an  ailing  man 
to  the  doctor  and  follows  up  the  case  with  interest,  as 
would  a  football  captain  follow  up  the  treatment  of 
a  member  of  his  team  during  the  season.  In  short,  he 
does  everything  at  all  times  to  make  them  feel  that  he 
is  looking  out  for  their  interests,  not  his  own  selfish 
comfort.  It  is  incidentally  true  that  when  hardships 
come  he  will  be  more  than  repaid  by  their  devotion  to 
him  and  care  for  his  comfort. 

As  a  thorough  example  of  a  great  cavalry  leader's 
appreciation  of  the  value  of  considering  the  human  ele- 
ment in  dealing  with  soldiers,  and  as  an  interesting  illus- 
tration for  you  of  the  seeming  trifles  to  which  a  success- 
ful leader  gives  his  personal  attention,  the  following 
is  quoted  from  General  de  Brack's  instructions  to  his 
officers : 

"  The  Pipe. — Every  trooper  should  be  encouraged 
to  smoke  a  pipe.     Why?    Because  it  will  keep  him 


40  LEADERSHIP  AND  MILITARY  TRAINE^^G 

awake.  The  pipe  is  a  means  of  diversion  which,  far 
from  interfering  with  the  trooper's  performing  his 
duty,  attaches  him  to  it  and  renders  it  less  burdensome. 
It  soothes  him,  kills  time,  banishes  unpleasant  thoughts, 
and  keeps  the  trooper  in  bivouac  and  near  his  horse. 
While  the  trooper,  seated  upon  a  pile  of  hay  or  grass, 
smokes  his  pipe,  no  one  will  venture  to  steal  the  forage 
from  his  horse  to  give  it  to  another ;  he  is  certain  that 
his  horse  is  eating  his  food,  and  that  he  is  not  getting 
kicked ;  the  provisions  are  not  stolen  from  his  wallet ; 
he  has  time  to  discover  the  repairs  which  should  be 
made  to  his  saddlery,  clothing,  etc. 

"  On  outpost,  all  sleep  is  forbidden.  What  a  com- 
fort you  will  then  find  the  pipe,  which  drives  away 
drowsiness,  speeds  the  weary  hours,  renders  the  rain 
less  chilly,  and  makes  hunger  and  thirst  more  easy  to 
endure.  If  you  have  to  make  long  night  marches  after 
the  fatigues  of  the  day,  when  sleep  overpowering  you 
is  a  veritable  torture  and  cause  of  numjerous  injuries 
to  the  horse,  nothing  will  keep  you  awake  like  smoking 
your  pipe. 

"  In  a  campaign,  where  men's  resources  are  so 
limited,  there  is  nothing  so  trifling  as  to  be  devoid  of 
value.  The  pipe  is  a  medium  of  exchange,  of  pleasure, 
and  of  duty  in  the  fraternal  associations  of  our  military 
life;  in  certain  cases,  when  loaned,  it  becomes  a  veri- 
table means  of  relieving  distress. 

"  Therefore,  whatever  Aristotle  and  his  learned 
cabal  may  say,  smoke,  and  make  your  troopers  smoke." 

Do  not  delude  yourself  that  you  are  all  right  be- 


LEADERSHIP  41 

cause  the  men  recognize  your  constituted  authority  in 
ordinary  conditions  and  good-naturedly  obey  your  com- 
mands. That  is  easy.  Consider  this  question,  Will 
they  follow  you  in  an  emergency?  Be  sure  of  that. 
The  corporal's  plaintive  "Follow  me,"  heard  so  often 
on  the  drill  field,  will  be  lost  in  battle.  Those  inspiring 
words  must  then  boom  out  in  no  uncertain  tone,  and 
carry  conviction.  When  the  stress  comes,  the  best 
men  will  be  at  the  fore,  and  unless  you  have  trained 
yourself  and  are  of  the  best,  you  will  find,  to  your  own 
great  humiliation,  the  men  looking  to  some  other  man 
for  leadership.  How  much  better  that  this  other,  who 
had  the  real  stuff,  should  have  had  charge  of  the 
training.  I  have  seen  a  sergeant,  when  the  test  came, 
actually  fade  into  the  ranks ;  while  a  private,  who  had 
it  in  him,  naturally  took  the  leadership  of  the  squad 
through  the  emergency.  It  is  not  to  quit  when  this  is 
true,  but  to  get  down  to  bed  rock  and  train  yourself 
to  lead.  Acquire  superior  knowledge,  and  the  power 
to  command.  You  can  do  it  if  you  care  enough.  Next 
to  a  coward^  the  most  dangerous  man  to  attempt  lead- 
ership is  one  who  is  ignorant  o£ lazy, j)r_bot.h.  If  you 
are  not  prepared  to  learn  to  lead,  retire  and  let  another 
have  the  chance.  If  you  will  stop  to  realize  what  your 
failure  on  the  battlefield  might  mean  of  disaster  and 
even  disgrace,  and  not  alone  to  your  organization  but 
perhaps  through  it  to  the  whole  cause — ^you  will  decide 
now  either  to  take  yourself  seriously  in  hand  to  learn 
the  game,  or  else  to  move  down  and  let  another  try. 
How  important  is  your  ability  to  give  orders  prop- 


42  LEADERSHIP  AND  MILITARY  TRAINING 

erly.  I  have  had  to  reduce  many  noncommissioned 
officers  because  they  were  reporting  this  man  and  that 
for  disobedience  of  orders.  They  were  unfitted  to 
give  orders.  Disobedience  is  almost  always  the  fault 
primarily,  either  of  the  order  or  of  the  way  in  which 
it  is  given.  It  is  a  safe  rule  that  your  men  originally  in- 
tend to  do  right.  Assume  that  first.  Then  be  sure  that 
your  order  is  right  and  that  it  is  something  that  should 
be  done.  It  is  demoralizing  to  discipline  to  give  an 
order,  and  then  have  to  change  it.  And  above  all  be 
sure  there  is  no  suspicion  of  a  question  in  your  own 

t  breast  but  that  the  order  will  be  obeyed.  So  often  a 
man  has  disobeyed  because  you  have  shown  by  voice 
or  manner  that  you  were  not  sure  he  would  obey.  You 
were  not  sure  of  yourself  or  of  your  authority.  You 
simply  invited  disobedience. 

«  There  are  circumstances  in  which  it  is  often  possible, 
and  even  advisable,  to  add  the  reason  for  an  order 
given,  thus  enlisting  the  man's  intelligent  interest  in 
its  execution.  But  in  doing  this,  great  care  must  be 
taken  to  avoid  any  appearance  of  apologizing  for  giv- 
ing the  order,  and  to  avoid  the  possibility  of  creating 
a  habit  that  might  lead  the  soldier  to  stop  and  ask  why 
on  the  battlefield. 

Give  your  orders  in  a  quiet,  decent  tone — just  as  a 

^  base-ball  captain  would  tell  a  player  to  cover  second 
base.  There  is  no  question  of  insult,  nor  of  disobedi- 
ence, nor  of  argument.  Your  tone  has  not  made  his 
manhood  rebel,  tempting  him  to  tell  you  to  go  to  the 
devil.     He  is  a  member  of  the  team,  helping  toward 


LEADERSHIP  43 

ultimate  success  by  obeying  you  as  a  leader.  That  is 
the  attitude  for  both  you  and  him. 

But  too  often  there  are  those  placed  in  authority 
who  so  far  miss  the  true  situation  as  to  treat  their  sub- 
ordinates somewhat  as  though  they  were  dogs.  By 
word,  tone  or  manner,  they  wantonly  insult  their  manli- 
ness and  thus  sacrifice  loyalty  and  cheerful  subordina- 
tion. They  thus  show  themselves  unfit  for  command 
of  men.  Furthermore  such  treatment  of  subordinates 
is  now  a  violation  of  orders.  It  is  the  clear  intention  of 
government  that  American  officers  and  men  shall  work 
together  in  an  intelligent  appreciation  of  the  manliness 
of  their  mutual  service.  Let  them  remember  that 
military  courtesy  goes  as  much  from  the  superior  to 
the  inferior  as  from  the  inferior  to  the  superior.  You 
want  to  command  a  team  of  men,  not  of  dogs.  And 
you  will  never  get  discipline  or  loyal  service  from 
men  by  outraging  their  manliness. 

To  bring  this  home — I  have  actually  been  in  camp 
with  two  different  troops  of  militia  cavalry  in  which 
the  noncommissioned  officers  were  constantly  heard 
cursing  the  men,  shouting  profanity  and  vulgarity  in  a 
vain  effort  to  exercise  authority.  A  pathetic  spectacle. 
They  could  not  command  the  respect  of  the  meanest 
man  in  the  organization.  Open  disregard  of  their 
orders  was  a  common  occurrence,  and  to  be  expected. 
And  what  of  the  troop  commander  who  allowed  any 
human  being  to  curse  one  of  his  men  without  himself 
jumping  in  and  resenting  it!      The  whole  situation 


44  LEADERSHIP  AND  MILITARY  TRAINING 

showed  an  absolute  lack  of  appreciation  of  the  true 
spirit  of  discipline  and  leadership.  These  men  meant 
right,  but  had  somewhere  picked  up  that  silly  tradition 
of  the  brutality  of  army  discipline,  and  were  floundering 
along,  outraging  every  sense  of  decency  and  loyalty, 
hopeless  of  ever  attaining  organized  efficiency.  In 
each  outfit  there  is  just  one  individual  who  may  do  any 
cursing — the  "  Old  Man."  He  will  do  it  for  all ;  and 
if  he  wants  them  to  be  his  men,  he  will  not  only  exercise 
this  prerogative  judiciously,  but  will  be  extremely  jeal- 
ous that  none  other  ever  infringe  upon  it  ever  so  slightly. 
He  who  can  make  his  men  jump  with  a  low  firm 
tone  of  voice  has  an  enviable  force  of  character.  The 
man  who  has  to  raise  his  voice,  scream  and  roar  and 
curse  in  order  to  get  action  is  pathetic.  He  will  be  an 
even  sorrier  figure  when  trying  to  lead  in  an  emergency. 
He  has  probably  missed  the  first  essential,  self-control, 
and  is  too  likely  conscious  of  his  own  inherent  weak- 
ness or  inability. 

*  Avoid  giving  too  many  orders,  or  indefinite  half- 
hearted orders.  Your  order  must  be  so  expressed  as  to 
leave  no  question  whatever  as  to  your  intentions.  Be 
sure  it  is  understood,  but  avoid  the  atrocious  habit  of 
repeating  yourself,  and  generally  of  talking  too  much. 
Pride  yourself  on  giving  your  order  so  clearly  and  con- 
cisely that  it  may  be  understood ;  and  conversely  when 
receiving  an  order  concentrate  your  attention  and  try  to 
get  the  whole  idea  without  questions  and  repetitions. 
But  never  go  away  with  the  order  half  understood  or 
misunderstood.    This  is  vital. 


LEADERSHIP  4S 

When  you  do  give  an  order  see  that  it  is  carried  ^ 
out  to  the"Ietfer.  It  is  so  easy,  especially  in  the  be- 
ginning of  your  career  as  a  leader,  for  you  to  overlook 
the  slight  deviations  and  omissions.  The  men  may  be 
trying  you  out.  If  you  overlook  slight  omissions  they 
will  grow  until  some  man  is  found  in  a  serious  disobedi- 
ence of  orders.  And  it  will  be  all  your  fault.  If  you 
wish  to  go  slowly  at  first  in  enforcing  your  orders  in- 
flexibly, go  slowly  in  giving  them,  not  in  demanding 
execution.  Wilful  disobedience  of  orders  is  one  of  the 
gravest  military  offenses,  a  violation  of  the  man's  oath 
at  enlistment,  a  slur  on  the  ability  of  the  troop  leader- 
ship, and  a  blot  on  the  esprit  of  the  organization.  Do 
not  let  it  be  true  that  you  led  to  this  through  your 
shiftless  squad  leadership,  whether  due  to  your  lazi- 
ness, ignorance  or  moral  weakness. 

It  may  happen,  though  rarely,  that  a  combination 
of  circumstances  has  goaded  a  man  into  positive  in- 
subordination on  some  certain  point.  Considered  psy- 
chologically he  has  concentrated  his  faculties  to  oppose 
some  order — forcing  them  from  the  normal  easier 
channels  of  obedience,  he  is  stubbornly  holding  them 
directed  solely  on  breaking  out  this  new  channel  of 
disobedience.  It  will  be  exactly  wrong  to  oppose  him 
directly  on  this  one  point,  for  that  will  assist  in  keeping 
his  faculties  concentrated  in  opposition,  and  will  but 
increase  the  evil.  If  such  a  case  must  be  dealt  with 
at  once,  you  will  do  well  first  to  divert  his  faculties  by 
quietly  requiring  of  him  some  simple  thing,  like  adjust- 
ing his  uniform,  or  correcting  his  position,  in  which  he 


46  LEADERSHIP  AND  MILITARY  TRAINING 

will  obey  through  force  of  habit.  And  thus  through 
easy  stages  you  may  develop  a  state  of  feeling  in  which 
he  can  discuss  the  situation  reasonably,  thus  regaining 
control  and  saving  him  from  grave  consequences.  This 
is  illustrated  by  a  principle  in  horse  training.  Often 
where  you  persist  in  attempting  some  one  movement 
the  horse  becomes  stubborn  and  refuses  to  move  at  all. 
It  then  becomes  necessary  to  change  absolutely  to  some 
simple  thing,  that  you  are  sure  he  will  do  at  your 
command — perhaps  to  walk,  halt,  and  walk  again. 
Thus  you  re-estabHsh  control,  and  then  through  steps 
that  he  will  perform,  return  to  the  first  test  of  obedience, 
and  find  him  tractable. 

If  in  any  particular  case  the  above  methods  have 
failed,  there  still  remain  the  sterner  methods  of  enforc- 
ing military  control.  Your  authority  must  be  respected. 
It  is  backed  by  the  entire  military  force  of  the  nation. 

"Actions  speak  louder  than  words."  A  military 
leader  does  not  preach.  Generally  it  will  be  by  brief 
expressions,  by  holding  to  a  standard  of  performance, 
by  your  own  invariable  conduct  and  3^our  example,  that 
you  will  attain  the  desired  results.  You  do  not  keep 
your  men  "on  their  toes"  by  telling  them  that  you  want 
them  there,  but  rather  by  making  the  work  so  interest- 
ing, by  putting  so  much  snap  and  vitality  and  intelli- 
gent direction  into  it  yourself,  you  bring  them  and 
hold  them  there  unconsciously.  Then,  after  the  work  is 
over  they  do  the  talking  about  how  snappy  it  was,  and 
you  get  the  credit. 

Whenever  you  do  address  remarks  to  a  group  of 


LEADERSHIP  47 

men,  first  see  to  it  that  all  of  them  are  giving  you  atten- 
tion. It  is  ridiculous  for  you  to  be  talking  to  them, 
and  they  wandering  about,  interested  in  their  own 
affairs  of  conversation.  Always  call  them  to  attention 
first,  and  see  that  they  have  all  obeyed  it ;  when  they  are 
all  quiet  and  attentive,  then  you  may  talk,  and  may 
properly  hold  them  responsible  for  having  heard  what 
you  said.  They  may  be  "at  ease,"  but  they  must  be 
attentive.  If  the  men  be  in  ranks  at  attention,  direct 
them  "  look  to  me,"  as  eyes  to  the  front  is  part  of  their 
military  position,  and  generally  you  want  their  eyes  on 
you  if  your  remarks  are  of  any  moment. 

(The  leader  is  held  responsible  for  the  appearance, 
conduct,  and  performance  of  duty  of  his  men.  He 
accomplishes  this  first  by  being  an  example ;  in  neatness 
of  dress,  care  of  arms  and  equipment,  punctuality  at 
formations,  cheerfulness  in  performance  of  all  duties, 
unvarying  observance  of  regulations,  military  courtesy, 
etc.  And  then  he  must  follow  up  the  delinquents,  to 
see  that  they  also  conform.  If  wise,  he  will  do  this  by 
arousing  the  men's  interest  in  keeping  up — in  any  case 
he  must  so  do  it  as  to  avoid  nagging.  In  insisting  upon 
an  exact  observance  of  regulations  in  all  small  matters, 
dress,  police,  stable  duty,  etc.,  he  is  requiring  his  men 
to  form  habits  of  obedience  that  will  make  discipline 
easy  and  be  of  great  value  later  In  the  service.  Why 
not  explain  this  to  the  men  ?  It  will  add  to  their  inter- 
est In  all  their  work. 

You  expect  loyalty,  so  show  it  yourself  to  your 
superiors.     If  you  receive  an  order  for  your  command 


48  LEADERSHIP  AND  MILITARY  TOAINING 

to  perform  a  disagreeable  duty,  go  to  its  execution 
loyally;  do  not  try  to  purchase  cheap  popularity  with 
your  men  by  saying  that  "  so  and  so  has  ordered  this 
and  we've  got  to  do  it."  This  is  too  cheap,  and  your 
men  will  know  that  you  are  not  playing  your  part  in 
the  teamwork.  Nor  may  you  even  listen  quietly  while 
your  men  curse  the  order.  Remember  that  your  team 
is  part  of  the  next  higher  organization  and  that  you  are 
working  to  make  that  the  best  in  the  service,  to  make 
your  men  proud  to  belong  to  it  and  proud  of  its  leader. 
Seek  to  learn  the  spirit  of  an  order,  then  execute  it 
loyally.  That  is  the  example  you  want  to  give,  and 
the  service  you  owe  your  superiors.  Do  not  be  so 
petty  as  to  spend  time  criticizing  the  form  or  wording 
of  an  order,  or  so  unmindful  of  your  part  as  a  soldier. 

It  seems  as  though  every  organization  has  to  have 
at  least  one  man  who  is  always  "  agin  the  government." 
His  mentality  and  force  may  have  made  him  a  leader, 
but  he  has  the  curse  of  pessimism,  and  his  lifting  force 
in  any  proposition  toward  progress  has  generally  a 
negative  sign  before  it.  If  you  are  this  unhappy  indi- 
vidual, lay  violent  hands  on  your  temperament,  and 
the  next  time  enthusiasm  begins  to  stir  a  conference, 
curb  your  impulse  to  kick,  and  see  how  it  feels  to  get 
behind  and  push. 

One  of  the  essential  qualities  of  a  good  soldier  is 
cheerfulness.  That  squad  is  indeed  unfortunate  which 
does  not  count  among  its  members  at  least  one  in- 
domitable soul  (generally  Irish)  to  jolly  it  through 
the  endurance  of  hardships.    This  quality  may  be  culti- 


LEADERSHIP  49 

vated  in  the  "  squad  spirit,"  and  should  be.  Some 
swinging  song,  pecuHar  to  your  outfit,  will  bring  it 
happily  into  camp,  when  others  are  barely  dragging 
along  the  dusty  road.  In  any  event,  growling  at  hard-  * 
ships  is  only  demoralizing  to  esprit,  and  weakening  to 
the  powers  of  endurance.  It  must  not  be  tolerated. 
Ability  to  endure  hardship  must  characterize  a  success- 
ful army.  It  is  claimed  that  modern  Americans  lack 
it.     We  are  to  disprove  that  statement. 

In  performing  work  assigned  his  command  the 
leader  must  not  actually  work  with  his  hands,  any 
more  than  an  officer  would  enter  the  firing  line  with  a 
rifle  in  battle,  not  because  it  is  beneath  his  dignity, 
but  because  he  is  in  charge  and  must  give  his  attention 
to  control  and  direction,  and  to  the  observation  of  his 
men  in  the  work.  How  often  we  see  an  inexperienced 
noncommissioned  officer  in  the  ditch  with  the  shovel, 
while  a  wise  private  smokes  at  ease  on  the  bank.  There  * 
is  no  one  thing  more  conducive  to  dissatisfaction  than 
for  the  leader  to  allow  certain  smooth  "  dead-beats  " 
continually  to  put  it  over  on  the  others  who  must  do 
their  share  of  the  work.  No,  you  had  better  be  in 
observation,  and  using  your  faculties  to  see  that  the 
"  smooth  ones  "  get  their  full  share.  This  will  add  to 
esprit.  Where  the  task  is  unfamiliar  or  difficult,  con- 
ditions might  easily  arise  in  which  you  would  do  best 
to  jump  in  and  set  the  pace  for  a  minute.  But  you  are 
not  to  put  yourself  in  as  an  equal  In  sharing  the  work. 

And  how  easy  it  is  always  to  call  upon  the  willing 
ones  to  do  the  task.  Smith  is  full  of  good  spirits,  a  will- 
4 


50  LEADERSHIP  AND  MILITARY  TRAINING 

ing  worker.  So  a  careless  squad  leader,  or  one  lacking 
confidence  in  his  own  authority  over  his  men,  will 
always  send  Smith  to  do  this  and  that.  Instead  of 
always  putting  the  work  on  the  cheerful  ones,  on  the 
capable  ones,  thus  putting  a  premium  on  worthlessness 
and  sullenness,a  good  leader  will  see  that  the  lazy  and 
sullen  get  at  least  their  full  share  of  the  hard  work,  thus 
showing  himself  just,  and  capable  of  handling  his  team. 

If  you  could  only  appreciate  the  value  of  arousing 
the  men's  interest  in  the  work  at  hand.  Imagine  a 
detail  of  recruits  digging  their  first  kitchen  incinerator. 
They  may  be  shovelling  dirt  to  kill  time  for  all  they 
know.  But  first  let  the  corporal  tell  them  what  they 
are  going  to  make,  what  an  incinerator  is  and  what 
it  is  for,  and  that  each  company  kitchen  has  to  have 
one.  He  may  thus  arouse  their  interest  in  it,  and  their 
pride  in  making  theirs  the  best  in  camp — and  now  see 
them  work.  So,  with  each  task,  the  men  should  know 
at  least  what  they  are  about  and  why  it  is  necessary; 
and  so  be  allowed  to  participate  with  you  in  the  pleas- 
ure and  credit  of  doing  it  well. 

Most  tasks  require  especial  forethought  and  plan- 
ning on  the  part  of  the  leader.  You  have  got  to  sit  down 
and  study  it  ahead  of  time,  foresee  every  detail,  and 
plan  to  meet  it  with  system  and  the  least  friction  and 
lost  motion  for  the  men.  Then  only  will  you  be  able 
to  conduct  the  work  as  a  real  leader  should.  Failure 
in  this  is  far  too  common.  You  see  regular  officers 
conducting  the  work,  detraining  a  command,  breaking 
a  camp,  what  you  will,  everything  working  smoothly. 


LEADERSHIP  51 

and  seem  to  think  that  the  officer  does  this  by  inspira- 
tion. In  reaHty,  if  he  does  it  smoothly,  it  is  only  be- 
cause he  has  anticipated  each  step  and  planned  ahead 
for  it. 

Do  not  assume  that  in  putting  on  your  uniform  you 
have  clothed  yourself  with  any  peculiar  omniscience 
that  will  enable  you  to  guess  right  as  the  situations 
arise.  The  best  trained  lawyer  would  not  appear  in 
court  without  specially  preparing  himself  to  meet  the 
conditions  of  the  case  in  hand.  It  is  equally  necessary 
for  you  to  plan  ahead  your  line  of  action ;  and  those  who 
appear  such  successful  leaders  have  thus  prepared 
themselves.  If  a  foreman  on  a  job  employed  his  men 
without  intelligent  direction,  in  the  shiftless  time- 
killing  way  most  noncommissioned  officers  go  about  a 
piece  of  work,  he  would  be  properly  fired  by  the  super- 
intendent. The  men  themselves  would  be  disgusted 
with  him.  When  you  are  detailed  to  do  a  piece  of 
work,  size  up  the  situation  and  plan  it  so  that  when 
the  men  are  at  it  they  will  work  with  the  highest 
degree  of  efficiency.  Do  not  have  men  standing  about 
idle.  Get  the  work  done  and  let  the  men  go.  If  you 
have  eight  men  to  do  two  men's  work,  divide  it  into 
four  reliefs,  and  make  each  two  hum  while  their  shift 
is  on.  Anticipate  what  tools  you  will  need,  get  every- 
thing in  hand,  allot  the  work  to  the  men,  and  then  go  to 
it.  They  will  like  it  any  amount  better  than  dragging 
around  for  twice  the  length  of  time. 

In  the  military  service  certain  rules  are  always 
[Observed  governing  the   relations   and  intercourse 


62  LEADERSHIP  AND  MILITARY  TRAINING 

of  military  men.  Long  experience  has  proven  them 
most  conducive  to  discipline,  and  essential  to  control 
on  the  battlefield.  They  are  the  growth  of  centuries 
of  experience,  and  are  much  the  same  in  all  the  armies 
of  the  world.  They  forbid  improper  familiarity  be- 
tween the  noncommissioned  officer  and  his  men,  or 
between  officers  and  enlisted  men.  They  prescribe 
the  military  salute,  the  military  forms  of  address,  the 
position  of  attention,  etc. — all  are  visible  signs  of  dis- 
cipline and  characterize  the  organization  that  has  a 
fine  esprit. 

The  observance  of  this  relation  between  leader  and 
men  is  difficult  for  both  if  beginners.  It  will  help  if 
both  have  a  clear  understanding  of  its  necessity  to 
preclude  the  possibility  of  questioning  an  order  from 
the  superior.  Experience,  bringing  respect  for  author- 
ity, soon  makes  this  come  easily.  For  the  chief  still 
treats  his  subordinate  as  a  fellow  human  being,  when 
occasion  warrants  shows  an  interest  in  his  personal 
affairs,  and,  while  they  enjoy  a  fellowship  in  common 
service,  the  chief  still  holds  back  that  something  of  inti- 
macy which  keeps  clearly  defined  the  line  of  subordina- 
tion. This  is  done  without  patronizing,  for  the  sub- 
ordinate must  not  sacrifice  self-respect,  but  rather 
feel  pride  in  his  work,  developing  self-confidence  and 
initiative. 

Even  more  difficult  is  the  not  infrequent  situation 
of  the  subordinate,  keen  on  his  job,  ambitious  for  him- 
self and  his  organization,  who  feels  sure  he  could  sug- 
gest changes  for  the  better, — ^and  too  often  he  could. 


LEADERSHIP  53 

Good  leadership  should  make  this  possible, — for  it  is  a 
rare  man  whose  management  is  beyond  improvement. 
But  be  sure  the  suggestion  is  good,  choose  carefully 
the  occasion,  and  most  carefully  the  words  in  which 
you  make  it.  You  can  thus  avoid  offending  the  rights 
of  superior  command,  and  often  attain  the  improvement 
to  your  own  credit  and  that  of  your  superior. 

And  how  shall  the  ambitious  man  gain  the  atten- 
tion of  his  superior?  By  smartness  of  appearance,  and 
cheerful  performance  of  every  duty.  If  the  captain 
himself  does  not  mark  you,  his  attention  will  be  called 
to  you  by  others.  You  can  never  win  by  talking,  and 
above  all  avoid  anything  that  smacks  of  "  freshness." 
Learn  your  job.  Your  chance  will  come  some  day, 
quite  unexpectedly.  Go  to  it  coolly,  with  quiet  confi- 
dence, even  if  you  feel  rattled. 

A  soldier's  career  may  depend  largely  on  how  he  is 
started  in  the  service.  The  noncommissioned  officer 
must  consider  this  in  dealing  with  recruits.  They  have 
no  clear  conception  of  what  it  is  all  about,  you  must 
explain  the  why  of  many  things,  and  arouse  an  intelli- 
gent interest  in  the  drill  and  all  forms  of  work.  Recall 
how  stupid  and  unreasonable  much  of  it  seemed  to  you 
in  your  early  experience.  The  recruit  soon  learns  to 
look  to  you  for  instruction  and  advice.  Keep  that 
relation  in  use.  Later  you  may  have  opportunity  to 
advise  him  about  his  conduct,  and  thus  keep  him  out 
of  some  trouble  into  which  his  own  thoughtlessness  or 
shiftlessness  or  even  viciousness  might  lead  him.  Men 
are  going  to  have  grievances.   Encourage  them  to  come 


54  LEADERSHIP  AND  MILITARY  TRAINING 

to  their  corporal  freely  with  their  troubles,  and  let  him 
use  his  tact  in  settling  these  matters  for  the  best  good 
of  the  organization  spirit. 

And  how  important  that  you  seize  the  recruit  and, 
from  the  first  step,  exact  the  most  rigid  accuracy  and 
observance  of  military  regulations.  He  will  then  com- 
mence forming  habits  of  exact  obedience.  He 
will  be  military  and  glory  in  it.  Civilians  generally 
admire  the  military ;  and  in  their  eyes  you  are  a  wonder 
of  perfection  and  precision.  How  disastrous  then  if 
you  appear  before  them  uncertain  or  indifferent.  You 
first  disappoint  them,  and  soon  deaden  or  disgust  their 
keen  appreciation  and  ambition.  You  inculcate  habits 
of  indifference  rather  than  of  smartness.  Think  of 
that,  you  leaders,  and  do  not  disappoint  your  men  by 
being  easygoing,  indifferent  soldiers.  Be  military  to  a 
degree,  and  make  them  the  same.  They  will  admire 
you  for  it,  and  your  captain  bless  you. 

You  must  have  imagination,  or  acquire  it.  The 
cold  prosaic  matter-of-fact  brain  makes  a  poor  leader 
in  a  battle  exercise  at  drill.  Imagination  and  spirit 
must  make  him  see  the  enemy  when  there  is  no  enemy, 
feel  his  coming  through  those  distant  woods,  see  him 
break  into  the  open,  see  his  column  form  for  defense  as 
you  launch  your  attack.  You  must  not  only  be  able 
to  see  this  yourself,  but  have  the  power  of  expression 
to  make  your  men  see  and  feel  it. 

And  in  war,  you  must  have  iniagination,  to  enable 
you  to  anticipate  the  moves  of  the  enemy.    As  you 


LEADERSHIP  66 

advance  you  will  constantly  consider  the  situation  from 
his  point  of  view,  foresee  how  he  may  use  the  terrain 
to  meet  you  coming  as  you  are,  and  prepare  to  act 
quickly  to  meet  him.  Then  surprise  will  not  benumb 
you.  In  fact,  you  are  anticipating  him  and  there  is  no 
surprise. 

Competition  and  rivalry  are  good  among  equals. 
They  are  an  application  of  the  principle  that  men  take 
pleasure  in  excelling,  and  in  having  their  excellence 
recognized.  You  will  use  this  in  building  up  esprit 
in  your  squads,  your  platoons,  and  your  troops. 

But  it  is  a  narrow-minded  policy  to  arouse  esprit  in 
your  arm  of  the  service  at  the  expense  of  other  arms, 
by  invidious  comparison  or  by  holding  them  up  to  scorn 
or  ridicule.  He  who  does  this  has  missed  the  vital  spirit 
of  teamwork  so  essential  to  the  success  of  the  army. 
He  has  failed  to  appreciate  the  interdependence  of  the 
arms,  and  how  each  must  have  confidence  in  the  other 
and  give  it  loyal  encouragement  and  support  in  the  time 
of  battle.  He  is  ignorant  of  the  "  Brotherhood  of 
Arms,"  and  not  only  is  he  thus  showing  himself  un- 
worthy of  leadership  therein,  but  he  is  lending  his 
influence  toward  weakening  that  so  important  bond. 

The  proudest  characteristic  of  the  service  and  that 
one  most  jealously  guarded,  is  the  nicety  of  its  honor. 
The  plain  statement  of  an  officer,  *'  I  do  so  and  so," 
is  as  good  as  his  "  I  certify  on  honor."  Practices  that 
might  be  accepted  in  civil  life  would  be  intolerable  in 
this  knightly  brotherhood.     An  officer  is  a  gentleman. 


56  LEADERSHIP  AND  MILITARY  TRAINING 

and  if  he  fails  ^f  that  standard,  the  law  knows  but  the 
one  sentence  of  dismissal.  Truthfulness  of  statement 
is  absolutely  necessary  to  military  intercourse.  The 
machine  cannot  work  on  any  other  basis.  The  liar  has 
to  get  out.  Measure  yourself  by  this  standard,  and 
your  relations  with  your  fellows,  and  with  the  men 
under  you,  cannot  go  far  wrong. 


DISCIPLINE  AND  MORALE 

In  the  peace  time  regular  service  discipline  was 
attained  by  continuous  hammering,  twenty-four  hours 
a  day,  seven  days  a  week.  In  the  present  training,  time 
is  limited,  and  it  is  unreasonable  to  expect  to  get  dis- 
cipline by  the  same  methods.  In  fact,  the  means  of  get- 
ting it  will  always  vary  with  the  circumstances, 
following  fundamental  principles  which  are  discussed 
under  Training.  It  is  a  study  for  each  leader,  largely 
determined  by  the  human  equation,  the  leader's,  as  well 
as  his  men's.  "  A  knowledge  of  human  nature  is  half 
of  the  art  of  war."  But  in  general  you  are  dealing  with 
intelligence,  patriotism,  pride  in  the  organization  and 
love  for  the  flag.  Use  these  advantages  fully ;  explain 
how  discipline  is  absolutely  necessary  for  efficiency  and 
even  for  self-preservation,  appeal  to  the  esprit  of  the 
organization,  and  to  the  individual's  pride  in  being  well 
disciplined,  and  then  help  to  establish  it  by  constant 
practice.  Remember  you  are  dealing  with  men  who 
want  to  be  good  soldiers,  with  men  of  intelligence  and 
civil  standing  perhaps  equal  to  yours,  men  who  wel- 
come efficiency,  and  will  eagerly  accept  your  precepts 
so  long  as  you  are  good  enough  yourself  to  make  it 
appear  that  your  precepts  are  good  medicine.  And 
w^henever  you  can,  tell  them  the  why  of  what  you  are 
doing.  Enlist  their  intelligent  interest,  and  quick  re- 
sults will  follow. 

«7 


58  LEADERSHIP  AND  MILITARY  TRAINING 

Discipline  must  be  cultivated  and  maintained  in  any 
group  of  men  working  together  for  a  common  end,  and 
its  quality  must  be  adapted  to  the  end  in  view.  In 
driving  a  tunnel  or  erecting  a  skyscraper  the  success 
of  the  job  and  often  the  lives  of  the  workmen  depend 
on  the  bosses'  having  aroused  a  discipline  which  makes 
each  man  faithfully  perform  his  part  in  the  task,  and 
sure  that  each  other  is  doing  the  same.  And  the  dis- 
cipHne  that  holds  the  stokers  faithfully  at  their  fur- 
naces in  a  storm  is  different  in  quality  and  development 
from  that  which  keeps  the  lone  coast  guard  faithfully 
on  his  patrol  of  the  coast. 

So  in  the  army  each  arm  of  the  service  is  training 
its  men  to  play  their  particular  parts  in  campaign  and 
battle,  creating  a  discipline  that  will  make  them  hold 
true  to  standard  in  that  strain,  and  roar,  and  loss  of 
life.  For  artillery  this  means  the  perfection  of  team- 
work in  the  battery,  cool  precision  and  mathematical 
accuracy  in  launching  projectiles  along  nicely  calcu- 
lated trajectories,  to  smash  targets  they  have  never 
seen,  or  to  keep  an  impenetrable  shield  of  high  ex- 
plosives in  front  of  our  advancing  infantry.  The  very 
antithesis  of  this  is  the  "bird-man"  in  the  aerial 
service.  Here  is  the  acme  of  individual  freedom  and 
daring,  the  essence  of  sportsmanship.  Its  spirit  is  best 
expressed  by  the  young  American  aviator  who  wrote 
home,  "I  am  over  here  flying  one  hundred  and  twenty 
miles  an  hour.     Now  I  know  why  birds  sing." 

But  it  is  the  infantryman  who  must  have  the  high- 
est type  of  discipline  to  meet  the  strain  of  modern 


DISCIPLINE  AND  MORALE  59 

battle.  For  him  no  flight  of  bird  nor  dash  of  eager 
horse  in  mounted  charge  on  which  to  spend  his  excess 
feelings,  he  has  no  heavy  cannon  whose  immovable 
mass  will  not  betray  his  trembling  nerves.  His  weapon 
is  the  sensitive  rifle,  reflecting  in  its  action  the  slightest 
flicker  of  the  nerves,  powerless  to  do  execution  unless 
in  hands  made  steady  by  an  iron  discipline  backed  by 
a  courageous  heart  in  a  body  trained  to  the  highest 
pitch  of  physical  endurance.  Even  then  his  battle  is 
but  half  won,  for  he  knows  that  victory  may  be  had 
only  when  he  has  closed  in  personal  combat  with  the 
enemy.  His  unconquerable  morale  must  yet  lead  him 
steadily  forward  through  God  knows  what  obstacles, 
fighting  step  by  step  to  the  culmination  when  he  may 
close  man  to  man  in  the  bayonet  combat,  to  kill  or  be 
killed,  depending  on  the  excellence  of  his  training. 
No  braver  work  than  this  can  be  imagined. 

How  pleasantly  simple  now  seems  the  role  of  the 
cavalryman  in  mounted  combat.  He  rides  along  his 
trajectory,  for  him  the  whistle  of  the  bullet  is  the  wind 
in  his  ears  as  the  line  sweeps  forward  with  a  yell. 
Does  he  stop  to  calculate !  Does  he  care  a  hang !  It 
is  the  spirit  of  youth — reckless,  daring,  unconquerable 
youth  that  will  not  be  denied !  That  is  a  Cavalry  charge, 
that  the  fruition  of  the  Cavalry  Spirit  they  must  foster. 

The  enemy  appears,  the  fleeting  opportunity  offers  ; 
it's  away  with  restraint,  down  close  into  the  saddles 
with  a  leghold  of  the  horses,  and  away  with  a  joyous 
rush  to  batter  him  down.  It  is  the  sport  of  kings,  the 
joy  of  knights  of  old.    He  who  has  never  ridden  a  splen- 


CO  LEADERSHIP  AND  MILITARY  TRAINING 

did  horse  in  full  cry  across  country  has  no  conception 
of  the  feeling  of  elation,  of  irresistibleness,  of  wonder- 
ing "  what  can  stop  us/*  that  fills  the  breast. 

No  bloodless  man  can  hope  to  lead  on  the  field  of 
Cavalry  Combat,  no  weigher  of  pros  and  cons  who  can 
not  decide,  no  gentle  soul  who  cannot  joy  in  actual 
encounter ;  years  he  may  have,  but  they  must  not  have 
aged  his  youthful  heart  and  ardor. 

"  Cunning  he  must  have  for  the  approach,  nerve, 
and  unflinching  resolution;  then  reckless  and  bloody- 
minded  intrepidity;  and  withal  the  power  to  inspire 
his  men,  even  the  weak-hearted,  with  the  certainty  of 
success  and  the  joy  of  battle.  Though  they  know  some 
cannot  come  back,  still  they  like  to  be  deceived,  to  die 
or  to  be  maimed,  fierce,  highhearted,  and  elated.'* — 
Rimington. 

Much  of  that  spirit  is  true  for  all  forms  of  per- 
sonal combat,  and  almost  any  soldier  may  attain  it, 
surrounded  by  his  fellows,  following  an  intrepid  leader. 
But  how  different  again  is  the  discipline  required  for 
distant  patrolling  that  must  gain  information  of  an 
aggressive  enemy.  The  Infantry  and  Artillery  are  the 
body  of  an  army,  the  bone  and  sinew  of  its  mass  and 
strength.  These  patrols  are  the  fingers  reaching  out, 
'brushing  aside,  feeling  for  a  good  hold  in  the  struggle 
to  come;  flashing  back  information  along  the  nerve 
channels  to  the  controlling  mind.  They  work  in  small 
groups,  often  as  individual  scouts,  perhaps  a  day's 
march  away  from  their  officers,  alone  with  their  mili- 
tary consciences.     None  but  God  will  know  whether 


DISCIPLINE  AND  MORALE  ei 

they  have  done  their  best,  whether  they  have  dared 
enough  to  accomplish  their  mission.  Whether  when 
opportunity  offered  for  them  to  gain  the  information, 
they  had  the  cool  courage  and  resourcefulness  to  go  in 
and  get  it,  or  quietly  skulked  in  safety  and  let  the  oppor- 
tunity pass.  Discipline  must  develop  such  esprit  as  will 
ensure  the  individual's  giving  his  uttermost,  be  he 
lone  private,  scouting,  or  noncommissioned  officer  lead- 
ing his  patrol. 

It  takes  rare  courage  and  a  high  sense  of  duty  for  a 
man  to  keep  on  alone,  sole  survivor  of  his  patrol,  hours 
away  from  his  command,  facing  constant  unknown 
dangers,  and  exhausting  the  last  resource  to  gain  the 
information  his  patrol  was  sent  to  get.  Yet  service 
may  demand  this  of  any  one,  and  you  will  see  the 
necessarily  high  standard  to  which  he  must  attain,  the 
degree  of  training,  loyalty  and  faithfulness  to  duty  that 
must  be  his.  And  that  commander  is  missing  the  very 
elements  of  his  task  who  fails  not  alone  to  give  oppor- 
tunity, but  to  seek  opportunities  in  administration  and 
drill  to  develop  in  his  subordinates  initiative  and  a  sense 
of  individual  responsibility.  They  cannot  be  expected 
to  use  good  military  judgment  in  an  emergency  if 
never  allowed  to  exercise  it  in  training,  nor  to  have 
confidence  in  their  decisions  if  they  have  always  been 
criticized  as  incorrect  at  drill. 

And  throughout  all  this,  much  should  be  done, 
especially  by  leaders,  in  training  themselves  by  self- 
discipline.  A  student  once  wrote,  "  I  have  studied 
many  battles,  and  now  believe  that  the  hardest  control 


62  LEADERSHIP  AND  MILITARY  TRAINING 

to  get  is  self-control."  These  bodies  of  yours  are 
going  to  rebel  strenuously  when  hardships  and  hunger 
bear  hard  in  campaign,  they  are  going  to  command 
a  halt  for  rest  at  the  crucial  moment  when  victory  lies 
just  beyond  the  seeming  limit  of  your  endurance.  Well 
for  you  in  that  time  if  you  have  taught  the  physical 
man  that  he  must  obey  the  moral. 

One  of  the  most  potent  influences  in  arousing  dis- 
cipline is  pride  of  profession.  Have  you  ever  thought 
of  the  reason  for  the  military  carriage?  Why  we 
insist  that  when  the  soldier  comes  up  and  addresses 
an  officer  he  shall  stand  with  head  erect,  shoulders  back 
and  chest  expanded,  stand  squarely  on  both  feet,  the 
proud  figure  of  a  man  looking  his  officer  squarely  in  the 
eye?  It  is  because  we  want  him  to  feel  proud,  and 
show  his  pride.  He  is  a  fellow  member  in  the  honor- 
able profession  of  arms.  By  his  enlistment  he  has 
taken  a  position  before  his  fellow  citizens  that  entitles 
him  to  their  respect.  He  has  in  effect  announced  that 
he  is  man  enough  to  meet  sacrifice  and  hardship  and 
even  death ;  yes,  to  meet  a  thousand  deaths  on  the  battle- 
field, and  still  go  on.  That  puts  him  in  a  class  by  him- 
self. And  these  are  proud  words  for  any  man  to  feel, 
"  I  am  a  soldier."  Get  this  spirit  into  you,  and  you  will 
understand  why  it  hurts  to  see  a  man  standing  about 
in  uniform,  indifferent  to  appearance,  unmilitary,  un- 
clean, altogether  out  of  place  in  this  assembly  of  supe- 
rior men  training  themselves  to  be  fit  soldiers  in  time 
of  need. 

And  to  be  a  good  soldier  means  to  be  a  better  citi- 


DISCIPLINE  AND  MORALE  63 

zen.  We  proudly  trace  the  traditions  of  our  service 
directly  back  to  the  Order  of  Knighthood,  which  for 
centuries  furnished  the  brain  and  spirit  and  sinew  to 
European  armies,  and  indelibly  stamped  its  impress 
upon  our  profession.  The  governing  principles  of 
this  order,  formed  to  succor  the  weak  and  to  maintain 
the  right  amidst  the  horrors  of  the  Dark  Ages,  were 
abhorrence  of  cowardice  and  deceit,  humbleness  in  vic- 
tory, stoicism  in  hardship,  patience  in  defeat,  and  gen- 
tleness in  the  exercise  of  strength.  It  set  the  high 
standard  of  "a  gentleman  and  a  soldier,"  and  its  civic 
virtues  actually  made  our  present  civilization  possible. 

The  true  soldier  stands  for  that  to-day — and  his 
community  is  better  for  his  living  in  it.  His  duty  does 
not  cease  when  he  leaves  the  quarters.  In  the  presence 
of  crime  against  the  commonwealth,  of  public  danger  or 
disaster,  in  any  crisis,  he  remembers  he  is  a  soldier,  and 
is  the  first  to  jump  to  the  front — discipline  and  training 
have  made  him  a  natural  leader,  a  high  sense  of  public 
duty  makes  him  a  worthy  one. 

This  has  been  the  proud  record  of  the  American 
soldiery — ever  at  the  fore  in  sustaining  the  public  weal, 
never  found  working  to  undo  it.  Not  alone  when 
ordered  in  time  of  riot,  but  always  in  time  of  great 
civic  need  or  disaster — in  the  San  Francisco  earth- 
quake, the  Mississippi  floods,  the  tremendous  problems 
in  Panama  and  our  tropical  islands,  the  soldier  has 
proudly  borne  the  brunt  of  regulation  and  control. 
These  should  be  made  the  subjects  of  talks  by  the  cap- 


64  LEADERSHIP  AND  MILITARY  TRAINING 

tain,  to  ensure  the  men's  having  correct  conceptions 
of  the  service. 

Of  the  value  of  the  four  elements  that  go  to  make 
up  battle  efficiency, — numbers,  arms,  training,  and 
morale, — Napoleon  says  that  seventy-five  per  cent,  is 
morale.  He  was  right,  and  a  past  master  in  the  art  of 
developing  morale  in  his  armies.  And  every  service 
manual  v^e  have  expounds  the  necessity  for  developing 
the  morale  of  our  men,  though  none  undertakes  to  tell 
how  to  do  it.  It  will  be  constantly  considered  later  in 
discussing  training.  Too  few  officers  have  given  this 
vital  phase  of  training  enough  thought  to  appreciate  its 
value  nor  to  have  it  the  constant  influence  it  should 
be  upon  their  work.  They  do  not  seem  to  realize  that 
they  are  constantly  being  weighed  by  their  men,  every 
word  and  every  act  having  its  weight  in  determining 
their  fitness  for  command.  On  the  drill  field  and 
in  the  office  you  are  daily  either  building  or  destroying 
your  men's  confidence  in  your  ability  and  in  them- 
selves,— the  confidence  which  is  going  to  make  or  mar 
their  success  when  the  test  comes.  In  reality  this 
should  be  the  first  consideration  in  everything  you  do ; 
how  to  do  it  to  get  the  right  psychological  effect  upon 
the  discipline,  the  morale,  of  your  men.  At  drill  and 
in  directing  work,  in  giving  commands  or  orders,  in 
corrections  and  commendations,  in  fact,  in  all  the  mat- 
ters of  administration  and  dealing  with  the  men,  think 
what  the  effect  will  be,  and  so  do  it  as  to  get  the  desired 
effect  on  the  spirit  of  the  whole.  If  you  stop  to  think, 
it  is  remarkable  in  what  little  matters  this  becomes 


DISCIPLINE  AND  MORALE  65 

important,  here  is  one  right  way  to  do  each  thing, 
and  a  dozen  wrong  ones — and  you  will  use  one  of  the 
latter  unless  you  train  yourself  to  think  of  it  in  this 
light.  It  is  so  easy  to  disgust  men  by  wasting  time 
and  energy,  by  fool  explanations  and  exhibitions  at 
drill,  by  always  being  the  last  to  bring  around,  and  in 
a  thousand  seeming  trifles,  all  of  which  point  to  your 
being  just  short  of  the  keen  leader  who  never  misses 
anything  for  the  advantage  of  his  organization.  And 
each  of  these  instances,  properly  handled,  would  have 
added  one  cubit  more  to  the  stature  of  your  just  claim 
to  leadership,  to  the  pride  of  your  outfit,  and  their  confi- 
dence in  being  able  to  win  under  your  leadership. 

To  understand  the  true  meaning  of  morale  and  how 
to  achieve  it,  picture  it  thus: — From  proper  train- 
ing grows  first  the  sturdy  tree  of  discipline,  which 
later  blossoms  into  esprit  de  corps,  and  ultimately  comes 
to  fruition  in  morale.  It  is  defined  as  an  instinctive 
feeling  of  strength  and  superiority ;  that  which,  at  the 
very  outset,  gives  a  feeling  of  confidence,  an  assurance 
of  victory  through  our  own  unconquerable  ability.  It 
is  seated  in  man's  loftiest  sentiments,  patriotism,  pride 
of  race,  righteousness  of  his  cause,  abhorrence  of  the 
enemy's  crimes  against  humanity,  devotion  and  self- 
sacrifice,  regard  for  comrades  and  loyalty  to  leader.  It 
may  be  developed  by  appeal  to  these  sentiments  in  inti- 
mate talks  by  the  leader,  always  pointing  the  way  to  ulti- 
mate victory,  bringing  cheerfulness  if  that  be  needed. 

But    as    regards    the    daily    affairs    of    training, 
always  remember  this,  that  morale  springs  from  an 
5 


66  LEADERSHIP  AND  MILITARY  TRAINING 

honest  confidence.  It  therefore  rests  fundamentally 
on  doing  such  thorough  work,  being  so  precise  at  drill, 
the  leader  always  being  so  sure  and  accurate,  as  to 
inspire  confidence  in  the  excellence  of  the  instruction 
and  in  the  ability  of  the  leader.  Then  you  may  honestly 
believe  yourselves  able  to  play  your  part  surely  when 
the  test  comes.  No  use  to  talk  or  sing  this  belief  into 
yourselves.  It  will  be  found  about  as  valuable  as  the 
collar  on  your  glass  of  beer,  if  it  springs  from  the 
same  source.  It  can  come  only  with  the  consciousness 
of  doing  good  work,  and  every  outfit  should  have  a 
few  drill  movements  that  it  can  do  perfectly,  for  it  is  in 
doing  them  thus  that  the  feeling  properly  grows  that 
you  are  good,  that  your  training  is  good,  and  that  you 
will  be  able  to  carry  through  no  matter  what  comes. 

And  later,  in  time  of  strain,  when  disorganization 
and  flight  are  impending,  to  be  put  through  one  of 
these  well-known  movements  will  help  steady  you  into 
a  machine ;  while  the  knowledge  that  you  are  capable 
of  such  controlled  action  will  have  tended  subcon- 
sciously to  hold  off  the  panicky  feelings. 

Because  training  a  football  team  is  psychologically 
so  like  that  of  a  military  squad,  morale  being  more  than 
half  the  battle,  and  because  in  discussing  football  we 
are  dealing  with  situations  which  are  well  known  and 
therefore  perhaps  better  understood,  and  because  the 
following  remarks  of  our  old  coach  at  West  Point  to 
the  football  squad  at  the  beginning  of  the  season  are  so 
full  of  meat  equally  applicable  to  you,  I  quote  them  here : 

"  You  must  begin  by  mastering  the  fundamental 


DISCIPLINE  AND  MORALE  67 

plays  of  the  game.  Merely  to  know  what  they  are 
will  not  answer  the  purpose  at  all;  you  must  be  able 
to  execute  them  completely  and  accurately,  at  any  time, 
and  under  any  circumstances.  And  each  one  of  you 
must  know  the  part  to  be  done  by  each  of  the  other 
members  of  the  team.  This  is  the  very  foundation  of 
teamwork,  and  without  teamwork  your  efforts  will  not 
be  successful.  It  is  up  to  each  man  to  master  these 
rudiments  at  the  start,  and  he  must  be  honest  with 
himself  about  it,  and  be  his  own  severest  critic.  One 
man  may  spoil  the  work  of  the  whole  team  by  pretend- 
ing he  knows,  when  he  does  not. 

"  Such  knowledge  and  ability  are  invaluable  in  both 
offensive  and  defensive  play ;  and  the  team  which  has 
acquired  them  has  confidence  in  its  own  ability  to 
win  on  the  merits  by  making  each  play  go. 

"  The  best  plays  on  the  offense  are  often  the  sim- 
plest plays,  when  they  are  made  by  a  team  which  knows 
it  can  make  them  go.  A  team  which  cannot  make  sim- 
ple plays  well,  can  never  do  anything  worth  while  with 
intricate  plays.  Many  a  championship  game  has  been 
lost  because  the  team  had  no  simple  play  by  which  it 
knew  it  could  make  a  yard.  The  best  defense  can  hardly 
keep  a  team  from  making  distance  when  it  knows  how 
to  make  a  simple  formation,  and  makes  the  play  go 
with  a  spirit  born  of  the  knowledge  that  no  mistakes 
will  be  made,  and  that  the  same  play  has  always  made 
ground  before.  You  can  get  along  and  do  well  without 
intricate  plays  or  brilliant  individual  effort,  but  will  fail 
if  you  do  not  know  thoroughly  the  'A.B.C  of  the  game." 


■  i/ 

PSYCHOLOGY  OF  BATTLE 

The  psychology  of  control  of  men  on  the  battle- 
field is  a  big  subject,  of  vital  importance  to  leaders. 
Enough  here  to  bring  to  your  attention  a  few  salient 
facts,  which  you  must  consider  in  training. 

Man,  an  individual,  is  largely  controlled  by  his  emo- 
tions— they  color  his  judgment  in  the  calmest  mo- 
ments, in  excitement  he  is  likely  to  become  their  crea- 
ture. Men  in  a  crowd  are  swayed  by  impulses  often 
so  unreasonable  as  to  seem  absurd  and  impossible  to 
any  one  of  these  same  men  standing  alone.  This  is 
illustrated  time  and  again  by  the  unreasoning,  often 
ridiculous,  conduct  of  mobs. 

The  strongest  instinct  in  man,  handed  down  from 
primal  times,  is  self-preservation.  When  he  feels  that 
life  is  threatened,  fear  obtrudes.  If  this  fear  possesses 
his  being,  his  faculties  are  paralyzed,  his  eye  distends 
till  vision  is  obscured,  breathing  is  spasmodic,  muscles 
tremble  and  physical  exhaustion  impends;  he  neither 
hears  nor  reasons.  At  any  moment  he  may  blindly 
abandon  all  previous  standards  of  conduct,  and,  for- 
getful of  honor  and  duty,  regard  only  his  safety.  Dis- 
cipline and  morale  are  to  make  this  unlikely  to  happen. 

In  a  command  of  soldiers  on  the  battlefield,  you 
have  a  crowd  subjected  to  the  strongest  emotions,  the 
ideal  condition  for  developing  a  mob.  They  are  beyond 
belief  sensitive  to  emotions.    Impulses  sweep  through 

68 


PSYCHOLOGY  OF  BATTLE  69 

them  as  easily  as  sound  waves  through  ether.  If  this 
condition  be  allowed  to  grow,  the  most  trivial  thing 
may  start  a  panic  that  will  sweep  all  before  it.  This  is 
the  battle  nightmare  of  experienced  generals,  especially 
in  dealing  with  raw  troops.  History  is  full  of  instances 
where  whole  commands  have  been  swept  away  in  panic 
over  the  shadow  of  nothing.  Here  is  the  time  for  cool 
leadership,  for  officers  who  feel  the  pulse  of  their  men, 
who  know  their  very  souls,  and  have  learned  how  to 
steady  and  control  men.  Themselves  appearing  non- 
chalant, they  will  be  constantly  watchful  to  prevent 
the  strain  from  reaching  the  breaking  point.  They 
themselves,  by  suggesting  hopeful  thoughts  as  to  the 
conditions  of  the  battle,  by  one  means  or  another,  will 
be  the  author  of  the  impulses  that  sway  the  men,  and 
thus  by  the  aid  of  training  and  discipline,  they  may 
bring  them  through  the  crisis. 

Another  not  infrequent  battle  picture  is  the  indi- 
vidual, gone  mad.  His  faculties  are  benumbed.  You 
have  known  him  as  a  fine  type  of  man  and  soldier,  and 
now  behold  him  acting  like  an  idiot.  There  is  no  con- 
trol for  him  but  through  the  habit  of  obedience,  the 
result  of  rigid  training,  now  enforced  with  an  iron 
hand. 

With  these  true  pictures  clearly  in  mind,  you  may 
now  read  understandingly  the  real  history  of  our  past 
wars ;  and  may  fit  yourself  not  to  go  into  battle  unpre- 
pared to  meet  similar  conditions,  surprised  to  find  your 
easy  control  of  the  drill  field  gone  forever.  By  giving 
thought,  by  observation  and  self -training,  prepare  your- 


70  LEADERSHIP  AND  MILITARY  TRAINING 

self  to  be  controlled  and  resourceful  in  emergencies; 
take  advantage  of  every  opportunity  that  offers  even 
mild  excitement,  to  study  the  conduct  of  men,  and  above 
all,  how  it  may  be  controlled.  Whenever  working  with 
experienced  officers,  study  their  manner  and  expressions 
for  points  on  control.  Think  how  you  would  handle 
each  situation,  till  your  mind  learns  to  respond  easily 
to  the  call  of  emergency. 

You  may  well  accept  the  cold  fact  that  fear  is  going 
to  be  present  upon  going  into  battle.  Anticipate  this, 
and  do  not  lend  to  its  power  for  producing  paralysis  and 
demoralization,  the  potent  element  of  surprise.  Accept 
the  fact;  and  plan  to  meet  it  intelligently. 

For  courage  can  be  developed  to  a  degree;  and 
must  be.  It  is  the  essential  moral  quality  for  a  sol- 
dier. It  is  possible  only  with  a  good  physique,  good 
bodily  health,  and  confidence  in  self,  in  comrades,  and 
in  leaders.  This  clearly  points  the  way  for  the  train- 
ing to  be  given: — development  of  physique,  till  the 
man  is  "  hard  as  iron,"  proud  and  confident  of  his 
power  to  endure  hardships;  practice  in  the  use  of 
arms  and  in  military  exercises,  till  he  is  at  ease  and 
sure  of  himself  in  any  situation;  and  all  the  time,  such 
use  of  teamwork  as  to  make  him  sure  of  his  comrades 
and  his  leader. 

This  .will  help,  but  still  we  must  deal  with  fear. 
It  was  Marshal  Ney  who  said,  "The  one  who  says 
he  never  knew  fear  is  a  compound  liar."  And  the 
great  Turenne,  who  said  to  himself  upon  entering  a 


PSYCHOLOGY  OF  BATTLE  71 

battle,  "  You  tremble,  body.    Well,  you  would  tremble 
more  if  you  knew  where  I  am  going  to  take  you." 

But  we  are  not  to  let  this  fear  betray  us.  Rather 
shall  we  self-train  ourselves,  mentally,  morally,  and 
physically,  our  children  in  our  homes,  our  youth  in  our 
schools,  our  manhood  in  the  pursuits  of  life,  to  a  high 
ideal  of  patriotism  and  intelligent  devotion  to  duty. 
Then  we  may  be  assured  that  in  battle  love  of  country, 
the  honor  of  our  flag  and  pride  of  birthright  will  inspire 
the  trained  soldier  with  an  irresistible  elan  which  will 
lead  him  to  victory. 


MILITARY  TRAINING 

"  Training  is  not  only  the  surest  way  to  victory,  but 
also  the  surest  means  of  avoiding  the  useless  sacrifice  of 
countless  lives." — Azan. 

And  the  training  has  got  to  be  good.  It  must 
make  our  soldiers  and  leaders  better  than  any  other. 
How  may  we  arouse  a  realization  of  what  that  means 
of  individual  endeavor  ?  How  implant  an  appreciation 
of  the  spirit  that  is  essential,  a  knowledge  of  the  methods 
and  details  of  training  that  must  be  employed?  For 
we  must  learn  our  lesson  now,  not  wait  to  learn  it 
from  frightful  losses,  "  the  useless  sacrifice  of  countless 
lives." 

We  have  to  train  millions  of  men,  and  their  tens  of 
thousands  of  leaders.  It  would  be  hopeless  but  for 
their  spirit  and  intelligence  which  make  self -training 
possible.  We  can  give  these  young  leaders  but  rudi- 
mentary training,  and  thereafter  rely  on  their  enthusi- 
asm and  determination  to  develop  themselves  to  meet 
their  tasks. 

Not  every  one  can  make  an  instructor  of  men. 
Some  are  bom  so,  many  may  acquire  it  by  self -training, 
a  few  will  be  doomed  to  failure.  And  the  fate  of  an 
operation,  even  of  an  army,  may  depend  on  the  results 
attained  by  any  one  of  these !  It  is  a  terrible  responsi- 
bility, and  honest  men  will  strive  seriously  to  fit  them- 
selves to  meet  it  worthily.  There  is  much  that  may 
72 


MILITARY  TRAINING  73 

be  studied  to  help  them,  much  that  even  officers  of  long 
service  may  reread  to  advantage.  I  who  write  this 
know  that  from  personal  experience. 

The  first  necessity  is  a  clear  mental  picture  of  your 
job.  What  it  means.  How  you  should  feel,  think, 
and  act  in  the  execution  of  your  office.  The  French 
particularly  appreciate  the  great  value  of  psychology  in 
training,  their  manuals  tell  the  young  officer  how  to 
feel  and  think,  and  who  of  us  will  not  now  accept  with 
admiration  the  correctness  of  the  teaching  that  devel- 
oped the  morale  which  has  enabled  their  armies  to 
perform  such  miracles?  Let  us  strive  to  emulate  it. 
Study  well  the  following  paragraphs  from  their  Man- 
ual for  Commanders  of  Infantry  Platoons.  Each  sen- 
tence is  a  sermon,  to  be  analyzed  and  digested,  con- 
taining thought  for  an  evening's  discussion. 

The  Commanding  Officer. — The  action  of  the  com- 
manding officer  has  a  decisive  influence  on  the  morale  of 
the  command. 

The  commanding  officer  should  be  well  trained,  be  an 
example  to  his  men,  and  really  "  command  "  them. 

Instruction. — The  lack  of  knowledge  in  one  who  should 
create  confidence  among  the  men  is  a  misfortune,  for  it 
causes  timidity.  The  commanding  officer  "  who  knows  his 
business"  demands  only  useful  efforts  from  his  men;  he 
does  not  use  them  prematurely  or  expose  them  to  useless 
loss  in  battle. 

The  Example. — Any  organization  is  the  reflection  of  its 
commanding  officer.  It  is  the  most  severe  judge  of  him;  it 
pays  attention  to  his  lightest  word  and  observes  all  his 
actions.     It   only   asks   to   be   able   to   admire   him   and   to 


74  LEADERSHIP  AND  MILITARY  TRAINING 

follow  him  blindly.  The  best  reward  of  a  commanding 
officer  is  the  fine  behavior  of  his  command  under  fire. 

To  Command. — The  commanding  officer  leads  his  or- 
ganization because  he  knows  how  to  be  the  most  ardent 
man  in  it;  but  he  is  also  its  master,  because  he  always  knows 
how  to  keep  cool  and  to  use  good  judgment.  Nothing 
sheuld  be  hidden  from  him  and  the  command  should  give 
him  its  entire  confidence.  To  command  does  not  consist  in 
merely  giving  orders.  To  command  is  to  give  an  order  and  to 
see  that  it  is  executed.  It  also  consists  in  being  constantly 
on  the  alert;  in  keeping  informed  of  everything  that  is 
going  on  around  him;  in  originating  orders  if  none  are 
received,  or  in  taking  the  initiative;  in  giving  the  necessary 
instructions  at  the  proper  time;  and  in  keeping  his  inferiors 
constantly  informed  of  existing  conditions. 

The  authority  of  a  commanding  officer  makes  itself  ap- 
parent first  of  all  by  the  discipline  of  his  command — execution 
of  orders,  bearing,  outward  signs  of  respect,  cleanliness,  good 
condition  of  arms,  and  correctness  at  drill. 

In  battle  a  disciplined  command  fights  well,  but  undiscip- 
lined troops  escape  from  their  chiefs,  throw  away  their  arms, 
surrender,  or  run  away. 

Advice  to  a  Young  Officer. — Influence. — A  commanding 
officer  should  impress  himself  on  his  command  by  his 
superior  qualities.  There  is  no  single  type  of  commander 
which  young  officers  can  take  as  a  model,  but  each  one 
should  reflect  and  try  to  determine  what  natural  or  acquired 
qualities  give  to  the  best  commanders  of  his  acquaintance 
their  influence  over  their  commands.  An  officer  recently 
promoted  should  not  be  content  with  thinking  that  he  has 
been  made  a  commander  simply  to  secure  obedience  under 
ordinary  daily  circumstances.  That  would  only  indicate 
that  his  rank  is  respected.  He  should  not  be  satisfied  until 
he  has  patiently  gained  the  confidence  and  the  heart  of  his 
men;  until  he  is  certain  that  they  have  given  themselves 


MILITARY  TRAINING  75 

absolutely  to  him,  and  that  they  will  obey  him  even  to  the 
death. 

A  young  commander  should  remember  that  in  critical 
times  the  authority  that  emanates  solely  from  his  own  per- 
sonality will  always  be  far  more  efficacious  than  that  which 
comes  from  the  regulations. 

Moral  Qualities. — A  commander  raises  himself  in  the 
esteem  of  his  men  above  all  by  the  qualities  of  his  char- 
acter, and  rightly  so,  for  energy,  initiative,  will  power,  per- 
severance, precision,  judgment,  self-control,  sense  of  duty, 
and  self-denial  are  qualities  without  which  the  finest  gifts 
of  intelligence  remain  of  no  value. 

Among  the  qualities  of  mind,  a  general  and  extended 
military  education  is  not  produced  in  the  course  of  a  cam- 
paign; but  every  officer  can  and  should  possess  himself  of  a 
thorough  knowledge  of  everything  that  concerns  his 
duties.  If  he  has  precise  knowledge,  he  has  confidence  in 
himself,  proper  decisions  will  come  readily  to  his  mind,  he 
will  express  himself  calmly  and  without  hesitation,  and  he 
will  command  the  attention  of  the  men;  on  the  contrary, 
inappropriate  or  contradictory  orders,  given  in  an  uncer- 
tain or  nervous  manner,  inspire  doubt  as  to  their  efficiency. 
The  French  soldier  obeys  blindly  only  when  he  has  a  blind 
confidence. 

A  commander  is  loved  by  his  soldiers  when  he  has  a 
sense  of  justice,  an  absolute  uprightness,  is  concerned  with 
their  well-being  and  pays  personal  attention  to  it.  The 
soldier  submits  readily  to  all  severities  for  which  there  is  a 
reason,  and,  in  his  heart,  he  gives  to  excessive  indulgence 
and  weakness  the  consideration  which  they  deserve.  Jus- 
tice does  not  consist  in  treating  all  men  exactly  alike,  but  in 
exacting  from  each  the  full  exercise  of  his  faculties  and 
powers,  and  in  rewarding  meritorious  actions  in  accordance 
with  the  efforts  which  they  have  cost. 

The  habitual  attitude  of  the  officer  is  also  of  impor- 
tance; lack  of  dignity  in  bearing  and  language,  vulgarity, 


7G  LEADERSHIP  AND  MILITARY  TRAINING 

and  familiarity  are  never  proper  for  an  officer;  everyone 
can  be  correct,  simple,  and  dignified  without  holding  his 
inferiors  at  a  distance,  and  without  preventing  good  humor 
and  gayety,  which,  like  hope  and  absolute  faith  in  victory, 
are  so  readily  and  so  happily  imparted  to  others. 

During  bad  days,  when  the  men  are  discouraged,  the 
officers  and  noncommissioned  officers  form  the  foundation 
on  which  the  spirit  of  the  company  is  rebuilt;  they  remem- 
ber that  "  no  matter  what  comes,  one  must  never  despair  "; 
that  there  is  no  good  reason  why  the  enemy  is  not  as  badly 
decimated  and  depressed  as  our  own  troops;  that  in  war. 
Dame  Fortune  has  astonishing  rewards  for  those  who  do 
not  give  up;  and  that  complete  victory  belongs  to  him  who 
is  able  to  hold  out  a  quarter  of  an  hour  longer  than  the 
other. 

The  Spirit  of  Precision — The  Importance  of  Details. — In 
addition  to  those  moral  qualities  necessary  at  all  times,  it 
is  important  that  the  young  officer  go  deeply  into  the  new 
requirements  of  war,  which,  at  the  present  time,  depend 
so  largely  on  scientific  qualities. 

To-day  every  attack,  every  stubborn  resistance,  risks 
failure  if  the  force  engaged  has  not  prepared  its  ground, 
its  materiel,  and  its  personnel  with  a  minuteness  superior 
to  that  of  the  enemy.  In  this  preparation,  where  every 
detail  is  important,  the  least  neglect  must  be  paid  for  in 
the  end. 

The  noncommissioned  officers  and  the  chief  of  platoon 
of  infantry  should  realize  that  no  matter  how  brave  they 
are  personally,  their  task  will  not  be  accomplished  if  they 
do  not  constantly  apply  themselves  to  the  details  which  no 
other  officer  can  attend  to  for  them.  Order,  method,  me- 
chanical precision,  and  horror  of  the  terms  "  almost "  and 
"  unfinished  "  have  become  essential  qualities,  the  absence 
of  which  will  surely  expose  a  commander  to  the  most 
serious  disappointments. 

Orders  Received  and  the  Initiative. — Command  is  exercised 


MILITARY  TRAINING  77 

in  accordance  with  the  following  principle:  The  superior 
determines  the  object  to  be  attained,  indicates  his  inten- 
tions, and  defines  the  tasks  to  be  executed  by  the  sub- 
ordinate elements;  he  leaves  to  the  latter  the  choice  of 
means  for  their  execution.  Officers  and  noncommissioned 
officers  should  make  good  use  of  that  initiative  in  choosing 
the  best  means  leading  to  the  desired  end. 

Initiative  does  not  consist,  as  is  sometimes  thought,  in 
the  right  to  modify  an  order  that  has  been  received,  when 
it  is  thought  that  the  result  obtained  will  be  better;  such 
action  is  disobedience. 

However,  a  noncommissioned  officer  should  act  on,his 
own  initiative: 

First.  To  complete  and  develop  an  order  when  inten- 
tionally or  otherwise  the  commander  who  has  given  it  to 
him  is  silent  on  certain  measures  of  detail  which  it  is  in- 
tended to  be  left  to  his  judgment. 

Second.  When,  for  any  reason,  an  order  is  not  re- 
ceived and  a  decision  is  necessary.  In  this  case  he  must 
give  an  order  and  report  his  action.  He  may  be  mistaken 
as  to  the  urgency  of  the  case,  but  the  commander  will 
always  consider  that  "  the  only  faults  which  merit  reproach 
are  those  of  inaction  and  fear  of  responsibility." 

Finally,  in  very  exceptional  cases,  for  example,  when  the 
situation  is  entirely  changed  between  the  time  when  an 
order  was  issued  and  the  time  it  was  received,  initiative 
may  lead  one  to  act  in  an  entirely  or  partly  different  way 
from  that  ordered;  it  is  necessary  then  to  be  absolutely 
certain  that  "  in  disobeying  the  text  of  the  order  the  in- 
tention of  the  commander  is  carried  out,"  and  a  report  of 
the  action  taken  must  be  made  without  delay. 

In  all  other  cases  discipline  demands  that  orders  be 
obeyed  promptly  to  the  smallest  details  which  the  com- 
mander has  thought  necessary  to  mention.  Initiative  is 
only  exercised  in  regard  to  those  details  which  have  not 
been  mentioned,  and  action  on  these  should  be  in  accordance 


78  LEADERSHIP  AND  MILITARY  TRAINING 

with  what  is  known  of  the  commander's  intentions  and 
manner  of  thought. 

Orders  Given. — The  principal  quality  of  an  order  is 
clearness.  In  war,  misunderstanding  is  a  more  dangerous 
enemy  than  lack  of  discipline;  more  frequently  than  other- 
wise it  destroys  the  strict  execution  of  orders. 

A  subaltern  officer  often  has  the  advantage  of  being 
able  to  explain  and  comment  on  the  orders  which  he  gives 
his  men;  their  intelligence  is  thus  brought  into  play,  and 
they  are  more  willing  to  carry  out  orders  of  which  they 
understand  the  necessity. 

But  it  is  also  necessary  that  the  command  understands 
that  this  is  only  done  for  the  best  interests  of  the  service. 
It  should  be  none  the  less  ready  to  execute  strictly,  with- 
out hesitation  or  question,  an  order  given  without  explana- 
tion. That  is  the  very  basis  of  discipline,  and  one  can  not 
revert  to  it  too  often,  even  if  only  as  an  exercise. 

Frequently  the  orders  of  a  noncommissioned  officer  are 
not  properly  obeyed  because  he  gives  orders  to  a  lot  of 
men  collectively  when  only  a  few  are  required  to  do  the 
work;  each  man  then  looks  to  his  neighbor  to  carry  out  the 
order.  The  one  giving  the  order  should  always  divide  the 
work  up  and  assign  it  by  name  to  the  men  who  are  to 
execute  it.  It  seldom  happens  that  a  man  who  has  per- 
sonally received  a  clear  and  positive  order  will  disobey  it, 
but  he  will  often  try  to  evade  an  ambiguous  order.  Before 
formulating  an  order  one  must  be  sure  that  it  can  be  carried 
out  and  is  not  capable  of  evasion;  it  must  say  exactly  what 
is  desired  and  no  more;  the  system  of  demanding  more 
than  is  desired  in  order  to  be  sure  to  have  enough  must  be 
avoided.  Whatever  is  ordered  must  be  obtained;  the  diffi- 
culty is  to  properly  estimate  what  is  reasonable  and 
profitable. 

When  a  precise  and  correct  order  has  been  given,  an 
immediate  and  severe  penalty  should  follow  its  non- 
execution. 


MILITARY  TRAINING  79 

It  is  not  admissible  for  an  officer  or  noncommissioned 
officer  to  fail  to  pay  attention  to  a  flagrant  fault  that  he 
sees  committed,  under  the  pretext  that  the  guilty  person 
is  not  under  his  direct  orders.  This  frequently  happens, 
either  through  indolence  or  through  fear  of  wounding  the 
sensibilities  of  the  commander  of  the  man  at  fault.  A 
noncommissioned  officer  is  the  superior  of  all  persons  in 
the  military  service  who  are  of  inferior  rank.  He  should 
realize  his  authority  and  not  make  himself  an  accomplice 
of  a  man  who  misconducts  himself  in  his  presence.  He 
should  intervene  tactfully  and  firmly  and  insist  that  the 
orders  and  regulations  be  carried  out  at  all  times  and  in  all 
places.  All  slackness  in  camp  and  in  the  trenches  arises 
from  the  failure  to  observe  this  principle. 

In  the  company  the  noncommissioned  officers  should 
be  the  mainstays  of  their  squads  or  sections,  and  they 
should  never  refuse  advice  to  a  man  who  asks  it,  or  a  solu- 
tion of  a  difficulty  which  he  brings  before  them.  An 
excellent  means  of  having  little  to  repress  in  the  interior 
management  of  the  company  is  to  lay  down  the  principle 
that  a  man  is  never  at  fault  when  he  is  covered  by  the 
previous  approval  of  a  noncommissioned  officer,  but  that  he 
is  always  to  blame  when  he  has  not  referred  to  him  if  he 
has  any  doubt  as  to  what  he  should  do.  On  the  other 
hand,  a  noncommissioned  officer  will  be  considered  as  unfit 
to  command  if  he  avoids  accepting  his  responsibility  of 
giving  a  direct  reply. 

Therefore  the  young  officers  and  noncommissioned 
officers  should  never  forget  that  they  hold  a  part  of  the 
principle  of  authority,  and  that  it  has  been  confided  to 
them  with  the  understanding  that  they  will  not  allow  it  to 
suffer  under  any  circumstances. 

Relations  of  Officers  Among  Themselves. — Officers  of 
the  same  company  mess  together;  meal  hours  are  hours 
of  relaxation  during  which  it  is  proper  that  they  become 
sociable,  but  whatever  the  familiarity  that  exists  then,  the 


80  LEADERSHIP  AND  MILITARY  TRAINING 

deference  due  to  experience,  age,  and  rank  must  never  be 
forgotten. 

The  respect  shown  by  the  lieutenant  to  his  captain, 
his  attention  and  punctuality  in  observing  all  his  instruc- 
tions, vi^ill  be  quickly  observed  by  the  command  and  v^rill 
teach  it  obedience  and  military  spirit  by  the  best  method — 
example. 

The  Company. — The  company  is  the  organization  which 
appeals  most  to  the  soldier.  It  is  the  largest  unit  in  which 
all  the  grades  and  men  can  be  personally  acquainted.  It 
is  the  smallest  one  that  can  be  charged  with  elementary 
tactical  operation. 

It  has  its  own  number,  and  its  customs;  it  differs  from 
its  neighboring  company.  Also  the  captain  is  the  real  com- 
mander of  his  men;  he  is  the  confidant  of  their  troubles 
as  well  as  the  compulsory  intermediary  of  their  requests. 
Nothing  that  concerns  them  is  done  without  his  advice.  He 
has,  in  a  way,  a  universal  role,  which  there  is  no  need  of 
further  defining  here.  He  is  responsible  for  every  one  in 
the  company,  and  consequently  has  entire  charge  of  all  his 
subordinates. 

The  Chief  of  Platoon, — The  chief  of  platoon  is  purely  a 
military  chief;  he  is  the  head  of  the  strongest  unit  that  can 
be  controlled  by  the  voice  and  kept  in  view  when  deployed. 
The  platoon  is  the  elementary  group  in  battle;  it  engages, 
fires,  and  fights  as  a  unit;  it  always  acts  as  if  its  power 
was  concentrated  under  a  single  head — that  of  the  chief 
of  platoon.  The  role  of  the  latter  is  therefore  most 
important. 

Having  under  his  orders  only  50  men  whom  he  never 
leaves,  the  chief  of  platoon  is  the  only  officer  who  can  know 
in  detail  the  character  and  aptitude  of  each  one,  and  he  is 
best  qualified  to  judge  of  their  daily  morale  and  of  the 
tactical  situation,  which  he  should  always  keep  in  mind 
(security,  liaisons,  observation,  damage  done  to  the  enemy, 
etc.).     On  account  of  his  other  duties,  he  should  require 


MILITARY  TRAINING  81 

that  the  noncommissioned  officers  give  him  full  support  so 
that  he  may  maintain  his  moral  and  tactical  role. 

The  Sergeant  Commanding  a  Half  Platoon. — The  sergeant 
is,  in  practice,  the  first  noncommissioned  officer  who  has 
considerable  authority,  and,  besides,  he  commands  a  suffi- 
ciently small  number  of  men  so  that  he  can  remember  or 
note  all  the  details  concerning  them — clothing,  equipment, 
armament,  supplies,  etc.  This  is  his  role.  His  many  duties 
can  be  expressed  in  the  following  words:  To  do  whatever 
is  necessary  in  order  that  the  personnel  and  materiel  of  his 
half  platoon  shall  always  be  present  and  in  good  condition. 
In  a  well-disciplined  half  platoon  the  officers  need  only 
make  several  daily  inspections  and  do  not  have  to  do  the 
work  of  the  sergeant. 

In  battle  the  sergeant  commanding  a  section  has  an 
important  role,  that  of  file  closer.  His  superiors  must 
speak  to  him  often;  tell  him  that  fear  is  contagious;  that  the 
safety  of  the  country  requires  that  any  weakness  or  the 
beginning  of  any  confusion  must  be  immediately  sup- 
pressed; that  to  hesitate  to  kill  a  coward  is  perhaps  to 
preserve  20  enemies  or  to  cause  the  death  of  20  comrades. 

In  the  advance  the  sergeant  does  not  put  himself  in 
the  firing  line,  but  sees  that  all  the  others  are  there. 

In  order  that  he  may  perform  his  duties  in  the  most 
energetic  manner  it  is  necessary  to  give  him  much  greater 
authority  in  the  field  than  in  peace  time. 

The  Corporal. — The  corporal  lives  intimately  with  his 
men;  he  is  their  mess  chief  and  justice  of  the  peace. 

The  best  corporal  is  the  one  who  always  has  hot  soup 
and  food  for  his  squad  under  all  circumstances.  The 
sergeant  should  not  delegate  to  him  any  part  of  the  per- 
manent responsibilities  which  he  should  assume  himself. 
The  proper  employment  of  a  corporal  consists  in  con- 
fiding to  him  the  execution  of  successive  and  well-outlined 
tasks.  From  the  grade  of  corporal  those  men  who  have 
6 


82  LEADERSfflP  AND  MILITARY  TRAINING 

shown  the  best  qualifications  for  command  are  chosen  as 
sergeants. 

Selection  of  Specialists  in  the  Companies. — The  qualities 
to  be  looked  for  in  selecting  specialists  are: 

Clerks:  Well  ordered  and  accurate  mind;  discretion. 

Liaison  agents:  Absolute  devotion;  legible  writing;  ap- 
titude for  making  comprehensive  reports;  memory  of 
terrain. 

Observers  and  lookouts:  Good  sight;  coolness. 

Signalmen:  Good  sight;  memory. 

Riflemen:  Vigor;  daring. 

Grenadiers:  Aptitude  for  sports. 

Stretcher  bearers:  Physical  strength. 

It  is  difficult  to  pick  out  specialists  without  diminishing 
the  efficiency  of  the  rest  of  the  section.  This  great  incon- 
venience will  be  lessened  by  the  chiefs  of  platoons  training 
or  having  trained  numerous  substitutes  and  observing  that 
none  of  those  on  special  duty  who  remain  under  their 
authority  lose  the  qualities  and  fitness  of  the  men  in  ranks. 

Seniority. — It  is  important  that  the  relative  seniority 
of  the  sergeants,  corporals,  and  first-class  privates  be 
always  definitely  fixed,  so  that,  if  the  case  arises,  there 
will  never  be  any  hesitation  on  the  part  of  the  one  who 
should  automatically  take  command  and  become  responsible. 

The  lists  of  seniority  by  rank  should  be  made  up,  and 
the  newly  arrived  informed. 

The  rule  is  that  when  two  or  more  military  persons 
assemble  for  service  there  is  always  one  who  is  in  com- 
mand, the  highest  in  rank,  or  if  of  equal  grade  the  one  of 
longest  service;  the  lieutenant  will  thus  establish  the  order 
of  rank  among  the  men  of  his  platoon. 

But  in  battle,  when  the  lower  noncommissioned  officers 
have  disappeared,  it  is  necessary  to  take  from  the  ranks 
the  bravest  private,  and  one  who  is  not  necessarily  the 
senior.     He  leads  the  others;  he  is  the  commander. 

It  is  necessary  to  impress  this  on  the  command:    If  the 


MILITARY  TRAINING  83 

rules  of  seniority  are  correct  in  ordinary  life,  during  battle 
they  cease  to  exist  among  soldiers. 

In  the  same  grade,  officers  with  permanent  rank  take 
command  over  those  with  temporary  rank. 

Now  go  back  and  read  that  all  over  again,  and  then 
mark  the  passages  that  refer  particularly  to  your  per- 
sonality. Reread  it  daily,  until  you  have  so  thoroughly 
absorbed  it  into  your  system  that  you  may  use  it  un- 
consciously. Measure  yourself  by  these  standards, 
until  you  have  measured  up  to  them. 


HOW  TO  CONDUCT  DRILL 

Here  is  the  daily  recurring  test  of  your  ability,  the 
measure  of  your  progress  toward  making  good.  Few 
will  reach  perfection.  A  drill  master  that  is  even  good 
is  always  conspicuous  among  his  fellows  on  the  drill 
jfield.  We  have  got  to  improve  that,  if  we  successfully 
meet  the  present  emergency. 

The  first  essential  for  the  proper  conduct  of  a  drill 
is  that  the  drill  masterhave  a  clear  conception  of  exactly 
what  that  particular  drill  is  for,  what  it  was  designed 
to  accomplish,  why  he  is  conducting  it.  With  that 
definite  object  kept  constantly  in  mind,  he  should  find 
himself  able  to  do  the  reasonable  things  for  its  attain- 
ment, and  avoid  doing  the  things  that  are  going  to  inter- 
fere'with  it.  And  the  men  in  ranks  must  also  know 
what  they  are  trying  to  accomplish,  thus  enlisting  their 
intelligent  interest  and  co-operation. 

We  will  therefore  discuss  separately  the  different 
kinds  of  drill,  to  see  what  is  the  exact  object  of  each, 
to  try  to  catch  its  particular  spirit,  to  see  what  makes 
it  good  and  what  may  spoil  it.  This  will  be  based  on 
Infantry  Drill,  which  requires  a  higher  degree  of  train- 
ing than  any  other  arm,  in  which  the  principles  and 
even  many  of  the  details  are  common  to  the  drill  of  all 
other  arms. 

Close  Order  Drills 

The  first  trouble  here  is  failure  to  mark  the  differ- 
ence between  this  drill  given  as  a  drill  in  discipline,  and 
the  same  drill  given  for  the  instruction  of  beginners. 
84 


HOW  TO  CONDUCT  DRILL  85 

Let  that  sink  in.  You  will  see  many  drill  masters  con- 
fusing the  two,  trying  for  both  objects  at  the  same  time, 
and  in  consequence  getting  neither.  For  both  the  spirit 
and  the  details  for  the  conduct  of  these  drills  are  dia- 
metrically opposite  for  the  two  effects.  While  the 
drill  of  precision  is  to  develop  the  feeling  of  solidity,  the 
perfection  of  teamwork,  and  habits  of  a  common 
exact  obedience  of  all  to  the  will  of  the  leader,  the 
drill  for  instruction  must  deal  with  the  individual  as 
such,  teaching  him  how  to  play  his  part  in  the  game. 
The  one  develops  the  individual,  the  other  the  team. 
We  will  analyze  first  the 

Drill  for  Instruction 

Here  is  where  the  civilian  is  changed  into  the  soldier, 
and  the  speed  with  which  the  object  is  accomplished 
will  depend  on  the  quality  of  his  instruction,  rather 
than  its  quantity.  He  will  be  eager  to  learn,  for  you 
can  assure  him  his  life  will  depend  on  the  excellence 
of  his  training.  We  must  discard  regular  army 
methods,  the  outgrowth  of  peace-time  professional  sol- 
diering where  time  was  no  object,  and  use  methods 
based  on  the  intelligence  and  keen  interest  of  the  men. 
The  subjects  for  training  are  prescribed  by  schedule, 
so  many  hours  for  each.  The  allowance  of  time  is 
ample  for  this  drill,  if  we  adopt  a  system  of  training 
the  squad  leaders  one  day  in  advance  of  their  men,  and 
progressing  one  step  at  a  time  each  one  learned  thor- 
oughly before  taking  the  next.  Let  us  apply  this  system 
to  the  most  difficult  situation,  where  a  captain  is  as- 


86  LEADERSHIP  AND  MILITARY  TRAINING 

signed  a  war  strength  company  of  new  men  to  organize 
and  has  no  noncommissioned  officers  to  assist  in  the 
training.  Here  are  two  basic  propositions  that  he  has 
got  to  meet : 

1.  His  noncommissioned  officers  have  got  to  be 
developed  and  trained  as  such,  to  learn  how  to  in- 
struct, how  to  command,  and  how  to  lead  men.  They 
are  to  be  vital  parts  of  his  fighting  machine,  and  their 
training  in  these  functions  may  not  be  neglected. 

2.  Individual  instruction  has  got  to  be  given  to 
men  in  small  groups,  if  either  time  or  moral  effect  is 
to  be  regarded.  It  is  ridiculous  to  see  one  lieutenant 
trying  to  instruct  thirty  or  forty  men  at  once  in  bayonet 
exercise,  aiming  and  pointing,  the  school  of  the  soldier, 
or  anything  else  when  individuals  need  personal  in- 
struction and  detailed  corrections.  Ninety  per  cent,  of 
the  men  are  wasting  time.  They  all  imbibe  an  idea  of 
sloth,  stupidly  acting  minds,  slow  movement  and  slower 
progress.  They  do  not  see  the  platoon  getting  any- 
where, and  are  first  disappointed  then  lethargic. 

Therefore  the  captain's  first  step  toward  training 
will  be  the  tentative  selection  of  at  least  enough  N.C.O.'s 
to  give  one  as  instructor  to  each  group  of  eight  men. 
His  next  step  will  be  to  begin  personally  to  train  these 
N.C.O.'s  to  act  as  instructors. 

In  two  days  he  can  have  taught  them  so  thoroughly 
the  few  things  he  has  planned  to  have  them  teach 
the  men  the  first  drill  day  as  to  justify  their  appearing 
as  instructors  of  their  squads.  And  from  now  on  until 
the  fundamentals  are  learned,  the  captain  can  by  dili- 


HOW  TO  CONDUCT  DRILL  87 

gently  training  them  the  day  before  in  the  scheduled 
work  of  the  next  day,  keep  them  well  ahead  of  their 
men,  and  able  to  transmit  his  instructions  satisfactorily. 
Meantime  they  are  developing  themselves  as  leaders. 

He  should  cover  very  little  new  ground  e^ch  day, 
but  cover  it  so  thoroughly  as  not  to  require  "  instruc- 
tion "  again.  The  drill  for  instruction  in  each  new 
movement  should  terminate  in  a  drill  of  precision  in 
the  same  movement.  Each  day's  work  should  include 
a  drill  in  precision  in  the  movements  of  preceding 
days,  so  none  will  be  forgotten.  Each  day's  work 
should  close  by  having  the  squads  assembled  into 
the  platoon,  and  the  day's  work  be  tested  under  com- 
mand of  the  platoon  chief  in  a  brief  drill  of  precision 
which  unifies  the  platoon  and  keeps  it  in  the  hands  of 
its  chief. 

Each  drill  movement  thus  learned  becomes  an  asset 
for  all  future  drills.  It  is  surprising  how  few  are  the 
fundamental  movements  which  learned  thus  thoroughly 
admit  rapid  progress  thereafter.  The  drill  book  looks 
endless,  but  taken  in  this  way  can  be  learned  rapidly,  the 
platoon  and  company  always  putting  up  good  drill. 

For  the  first  day's  instruction  the  captain  might 
prescribe  the  position  of  the  soldier,  fall  in,  eyes  right, 
rest  and  attention.  In  training  the  N.C.O.'s  for  this, 
he  would  give  especial  attention  to  personal  bearing, 
manner  of  making  explanations  and  giving  instruction 
generally,  tone  of  commands,  etc.  He  would  explain 
the  system  to  them,  that  they  were  to  duplicate'next  day 
the  instruction  he  now  gives  them,  give  no  more,  and 


88  LEADERSHIP  AND  MILITARY  TRAINING 

no  less,  and  that  his  drill  now  was  an  example  for 
them  to  follow.  He  would  have  different  ones  in  turn 
drill  the  others,  correcting,  and  showing  them  how  to 
correct  mistakes,  demonstrating  the  points  for  em- 
phasis, those  most  likely  to  cause  trouble,  and  how 
to  remedy  them. 

These  N.C.O.'s  will  be  far  from  perfect  at  the 
first  drills.  But  a  corporal  cannot  learn  to  command 
without  commanding,  and  the  men,  realizing  that  all 
are  beginners  with  themselves,  will  now  be  less  critical 
than  later  when  they  know  the  game  better.  And 
these  N.C.O.'s  must  be  trained  sometime. 

This  instruction  in  squads  will  be  given  under  the 
direct  supervision  of  their  respective  platoon  chiefs, 
who  should  therefore  be  present  at  the  captain's  pre- 
liminary training  of  the  N.C.O.'s.  This  makes  for  com- 
pany unity  of  development,  and  observes  the  principle 
of  keeping  the  commander  in  charge  of  his  own  unit's 
training.  Supervising  this  squad  instruction  does  not 
mean  taking  a  central  position  and  watching  things 
generally.  It  means  going  from  squad  to  squad,  giv- 
ing close  attention  to  its  work,  commenting  on  it,  even 
drilling  it  for  a  minute,  thus  showing  men  and  leader 
a  standard  of  performance,  taking  care  that  everything 
be  done  in  a  spirit  of  encouragement,  nothing  to  in- 
jure spirit,  or  the  corporal's  control  of  the  men. 

As  to  the  other  men  of  the  company  during  the 
first  two  days  while  training  the  N.C.O.'s,  explain  the 
situation  to  them  and  if  not  busy  with  being  equipped, 
find  some  work  for  them,  like  building  paths  to  keep 


HOW  TO  CONDUCT  DRILL  80 

out  of  the  mud  later, — even  send  them  all  on  a  six 
miles'  tramp  through  the  country.  Anything  rather 
than  involve  them  in  mass  drills  which  leave  them 
wandering  and  hopeless. 

The  daily  schedule  of  instruction  showing  specific 
paragraphs  for  each  day  should  be  posted  where  all 
may  refer  to  it.  Those  ambitious  for  advancement 
may  then  go  to  the  drill  field  more  or  less  prepared, 
and  thus  be  fitting  themselves  for  appointment  as  cor- 
porals to  replace  those  who  may  show  themselves  unfit. 
As  the  captain  notes  these  men,  he  should  try  them 
out  in  his  N.C.O.  class;  and  the  platoon  chief  should 
call  them  out  from  time  to  time  to  drill  their  squads. 

This  war  cannot  tolerate  inefficiency  in  any  grade. 
The  soldier  who  doesn't  know  his  job  will  be  killed 
in  battle.  That  might  not  be  so  deplorable,  but  his 
presence  in  the  group  endangers  his  comrades.  Train- 
ing must  be  so  keen  as  to  make  men  realize  this.  The 
motto  for  every  drill  and  exercise  is — be  so  smart 

AS  TO  GAIN  A  SECOND  ON  THE  ENEMY's  TIME  OF  EXE- 
CUTION.   That  second  will  save  your  life. 

The  inefficient  must  be  made  efficient,  or  elimi- 
nated. Everybody  has  got  to  wake  up.  Men  are 
no  longer  in  the  service  as  a  nieans  of  livelihood.  They 
are  here  to  save  the  nation.  Personal  considerations 
no  longer  have  weight.  You  are  good  on  your  job,  or 
out  you  go  is  the  only  rule.  And  this  period  of  in- 
struction is  the  time  to  discover  the  inefficient  and  act 
accordingly.  Do  not  let  them  "  mog  "  along,  dragging 
down  the  general  average. 


90  LEADERSHIP  AND  MILITARY  TRAINING 

Instruction  in  small  groups  lets  you  know  the 
men  intimately,  and  offers  the  basis  for  a  system  of 
selection.  In  each  platoon  during  this  drill  period  have 
your  honor  squads  for  the  best  men.  Grade  the  squads 
according  to  excellence,  and  let  the  men  strive  for 
promotion  to  higher  squads.  Keep  passing  the  man  who 
doesn't  keep  up  with  his  fellows  down  the  line  till  he 
reaches  the  goats,  or  braces  up.  Have  your  best  in- 
structor with  the  poorest  men.  If  he  cannot  develop 
them,  then  consider  elimination. 

In  many  subjects  of  instruction  the  men  may  be 
advantageously  given  tests  of  proficiency.  There  is 
nothing  better  to  develop  thorough  work.  These  tests 
should  be  brief,  frequent,  cover  one  prescribed  phase 
of  instruction,  and  in  some  way  the  men  should  be 
rewarded  according  to  results  attained.  Not  to  be 
demoted  might  be  reward  enough.  A  captain  of  in- 
genuity can  arrange  that,  with  a  squad  system  to 
work  on. 

To  be  a  captain  these  days  means  not  only  ingenuity 
but  tireless  energy,  patience,  and  ambition  for  his  out- 
fit. Training  his  N.C.O.'s  each  day ;  arranging  intelli- 
gent schedules  so  his  squads  will  be  kept  on  their  toes 
at  drill,  yet  not  have  more  than  they  can  do  thoroughly ; 
supervising  the  drills,  watching  their  work  so  he  may 
say  the  right  things  for  their  development,  calling  here 
and  there  a  word  of  commendation  to  squad  or  squad 
leader  whenever  its  work  will  possibly  justify  it,  thus 
putting  spirit  into  both  men  and  leader;  anticipating 
the  requirements  of  instruction  to  see  that  the  proper 


HOW  TO  CONDUCT  DRILL  91 

apparatus  is  at  hand  on  time ;  and  all  the  time  guarding 
the  spirit  of  the  organization,  keeping  everyone  cheer- 
ful, full  of  confidence  and  ambition.  This  is  a  man's- 
sized  job  if  I  ever  saw  one.  Study,  sleep,  bathing, — 
these  are  secondary  considerations.  There  is  more 
than  he  can  do  completely,  but  by  giving  first  considera- 
tion to  the  welfare  of  the  company  and  its  progress 
in  training,  he  can  accomplish  wonders.  And  when 
his  subordinates  are  once  trained,  if  he  has  properly 
allowed  them  responsibility,  they  will  relieve  him  of 
much. 

In  a  new  organization  the  demands  of  administra- 
tion are  tremendous,  the  captain  may  allow  them  to 
swamp  him  entirely.  He  may  avoid  this  by  picking  the 
best  qualified  man  as  clerk,  detailing  a  lieutenant  to 
give  his  whole  attention  to  administration  and  holding 
him  responsible  for  its  correctness.  The  lieutenant 
can  learn  it  as  well  as  the  captain,  who  is  personally 
responsible  for  so  much  else  besides.  His  job  now  is  to 
train  a  fighting  machine,  intricate  indeed  in  this  war- 
fare, which  will  work  smoothly  and  surely  under  his 
guiding  hand.  This  will  take  all  his  attention.  He 
may  trust  the  loyalty  of  his  subordinates  to  guard  his 
interests  in  company  administration  and  economy. 

In  drills  for  instruction  the  men  must  be  kept 
cheerful.  For  that  matter  most  of  the  training  for 
war  calls  for  cheerfulness.  Men  will  never  learn  to  be 
good  soldiers  in  an  atmosphere  of  gloom.  A  military 
leader  is  always  being  called  upon  to  radiate  good  cheer. 
Men  are  urged  to  sing  on  the  march,  organizations  are 


92  LEADERSHIP  AND  MILITARY  TRAINING 

encouraged  to  have  their  own  songs,  and  when  off  duty 
to  get  together  socially  and  enjoy  good  fellowship. 
This  creates  and  cements  comradeship,  makes  the  team 
spirit  so  essential  to  conduct  in  battle,  and  is  an  essen- 
tial phase  of  training.  In  the  drills  of  precision  for 
discipline  this  has  little  place.  They  are  developing 
sterner  qualities,  and  are  conducted  in  an  atmosphere 
of  force,  exactness,  decision,  submergence  of  the  indi- 
vidual into  the  team,  absolute  dominance  of  the  leader. 
In  drills  for  instruction  you  are  dealing  with  the 
man  as  an  individual.  Their  object  is  to  develop  his 
personal  powers,  his  personal  ability  to  fight  an  antag- 
onist, his  confidence  in  himself  and  his  own  use  of  his 
weapons,  in  his  own  physical  skill  and  mental  alertness. 
He  must  come  to  feel  that  he  personally  knows  the 
game,  so  if  left  without  leaders  in  the  exigencies  of 
battle,  he  will  have  the  assurance  to  carry  on  coura- 
geously. Can  you  develop  him  thus  in  a  spirit  of 
gloom,  you  growling  and  sarcastic,  he  sore  at  heart, 
humiliated,  discouraged,  sullen?  You  certainly  can- 
not. His  mind  must  be  bright  and  keen  for  the  work, 
the  result  of  a  cheerful,  hopeful  spirit, — and  you  must 
so  give  instruction  as  to  foster  that  spirit.  That  may 
seem  difficult,  but  if  you  yourself  know  the  subject 
matter  in  its  niceties,  are  sure  of  its  details  and  wherein 
lies  its  perfection,  you  can  make  progress  toward 
attaining  that  instruction  so  interesting  and  vital  that 
it  remains  only  for  you  to  be  a  constant  example  of 
cheerfulness  and  the-getting-it-right  spirit  for  the  men 
to  respond  in  kind. 


HOW  TO  CONDUCT  DRILL  OS 

In  learning  a  new  movement  much  time  and  con- 
fusion is  saved  by  using  the  squad  to  illustrate  it  in  each 
one  of  the  details  of  its  mechanism  before  you  try 
to  drill  it.  Long  preliminary  explanations  are  useless. 
Men  are  unfamiliar  with  military  language,  few  have 
imagination  enough  to  get  any  mental  picture  of  what 
you  are  describing.  Explain  the  object  of  the  move- 
ment, then  the  details  of  the  first  step  taken  at  the 
command  march.  Have  all  the  men  take  each  his 
proper  first  step  at  the  command  and  then  stand  fast 
in  that  position.  Now  have  them  all  look  around 
and  see  how  it  looks.  Make  any  pertinent  remarks. 
Then  order  the  next  step,  and  again  hold  fast  and  look 
it  over.  In  this  way  complete  the  movement.  Repeat, 
cutting  down  the  pauses  and  comments  as  results  war- 
rant. Very  soon  they  will  have  done  it  right.  Then 
carry  clear  through  at  command.  When  this  has  been 
done  right  a  few  times,  change  the  positions  of  the  men 
and  start  all  over.  One  drill  thus  conducted  should 
have  every  man  understanding  that  movement  for  all 
time.  He  will  not  thereafter  have  to  stumble  through 
it,  as  does  his  fellow  who  has  not  been  properly 
instructed. 

Do  not  be  trapped  into  constantly  leaving  seven  men 
idle  while  you  teach  one  stupid  man.  If  it  is  always 
the  same  man  who  needs  additional  instruction,  he  is 
out  of  place  in  your  squad.  Be  sure  you  are  just,  then 
report  him  to  the  platoon  chief  for  transfer. 

Do  not  give  too  much  time  to  teaching  the  manual 
of  arms  in  ranks.    Men  can  pick  this  up  more  rapidly 


94  LEADERSHIP  AND  MILITARY  TRAINING 

and  accurately  out  of  ranks  working  by  themselves.  At 
drill,  you  must  illustrate  each  movement  slowly  with 
your  own  rifle,  as  you  explain  it  one  step  at  a  time.  As 
you  do  it  have  the  men  follow  at  will  into  the  same 
positions.  Encourage  them  to  practice  out  of  drill 
hours.  Pick  the  man  who  does  best  to  stand  in  front 
as  a  leader  during  the  drill  in  the  manual.  Tell  them 
to  handle  the  weapon  always  by  the  muscles  of  the  arm 
alone.  That  the  man  should  acquire  such  familiarity 
with  its  balance  and  feel,  that  he  can  snap  it  about 
fearlessly  and  accurately,  nor  need  to  dodge  lest  he  hit 
himself  on  the  head.  Nothing  will  control  the  cadence 
like  counting  aloud  in  a  firm  tone  in  the  same  cadence 
as  the  quick  time  march. 

The  accuracy  of  execution  of  any  movement  in 
marching  depends  on  the  proper  movement  of  the 
men's  feet,  and  the  success  of  many  of  them  depend  on 
the  command  of  execution  being  given  with  the  proper 
foot  in  the  proper  place.  A  good  instructor  therefore 
is  constantly  watching  the  men's  feet  to  see  if  things 
are  right.  He  can  often  spot  the  trouble  there,  when  he 
would  miss  it  by  watching  their  faces.  To  illustrate: 
I  have  watched  a  lieutenant  trying  in  vain  to  make  his 
platoon  execute  properly  "  platoon  right "  from  a  halt, 
and  it  was  always  ragged.  Had  he  watched  the  men's 
feet  at  the  command  "March,"  he  would  have  seen 
that,  where  every  man  should  step  off  simultaneously  in 
the  right  oblique  with  a  full  thirty-inch  step,  they  were 
starting  with  one  or  two  hesitating  steps,  which  of 


HOW  TO  CONDUCT  DRILL  95 

course  broke  up  the  line.  Try  this  movement  as  a  les- 
son to  yourself  as  drill  instructor.  You  may  have  to 
face  in  the  same  direction  as  the  men  and  show  them 
how  to  step  off  freely  in  the  oblique  at  the  command; 
you  may  even  have  to  require  them  to  take  the  position 
of  the  first  step  completed  without  marching,  to  show 
them  what  the  correct  step  should  be.  You  will  have 
interested  yourself  and  the  men  if  you  get  it  correctly. 

More  drill  movements  are  made  ragged  by  the 
men's  failing  to  step  off  the  full  30  inches  in  the  first 
step  at  the  command  of  execution,  than  by  any  other 
one  thing.  In  your  first  drills  have  the  men  exaggerate 
this,  watch  it  constantly,  until  at  the  command  "March" 
you  may  always  see  the  left  legs  swinging  smartly  out  in 
the  full  step.  It  will  be  a  helpful  habit  when  it 
comes  to  company  movements  later. 

At  the  preparatory  command  in  movements  from 
a  halt,  the  men  sway  their  bodies  slightly  forward 
and  to  the  right  at  the  preparatory  command,  to  put 
the  center  of  gravity  of  their  bodies  over  the  right 
leg  so  it  may  lift  and  propel  the  body  forward  as  the 
left  leg  swings  smartly  its  full  thirty  inches  to  the 
front  at  the  command  "March !"  This  preparation  for 
the  command  of  execution  makes  it  imperative,  if  you 
want  a  smart  movement,  that  the  command  of  execu- 
tion be  given  after  a  uniform  length  of  pause,  and  not 
held  indefinitely.  If  it  has  been  necessary  to  inject 
explanations  or  other  remarks,  after  giving  the  pre- 
paratory command,  do  not  give  the  command  of  execu- 


96  LEADERSHIP  AND  MILITARY  TRAINING 

tion  then,  for  the  men  will  not  be  in  equilibrium, 
but  start  in  over  again,  repeating  the  preliminary 
command. 

While  learning  a  new  movement  the  men  should 
not  be  held  strictly  to  the  position  of  the  soldier, 
but  rather  told  to  look  at  the  instructor,  at  them- 
selves in  their  work,  even  at  their  comrades.  In 
learning  the  facings  a  man  needs  to  look  at  his  own 
feet  till  he  gets  the  hang  of  it.  So  in  most  move- 
ments he  learns  faster  by  seeing  what  is  going  on. 

The  beginner  learns  by  imitation  rather  than 
explanations.  The  instructor  gives  the  command  or 
count  for  each  motion  long  drawn  out,  executes  it 
himself  very  slowly,  requiring  the  men  to  try  to  fol- 
low him,  watching  their  own  members  to  see  that 
they  are  right.  He  then  by  gradual  stages  increases 
the  speed  till  they  are  doing  it  quite  smartly.  He 
may  now  continue  it  by  the  counts,  one,  two,  etc.,  as 
in  a  physical  exercise,  commending  the  men  who  do 
well,  noting  the  poor  ones  for  further  consideration. 
The  men  will  soon  have  caught  it,  and  you  are  now 
ready  to  take  it  up  in  the  form  of  a  "drill  for  prac- 
tice," a  smart  precise  drill  for  discipline.  For  this, 
the  whole  atmosphere  changes.  Now  start  instruc- 
tion in  the  next  scheduled  movement.  By  such  pro- 
gression, with  frequent  reviews  of  preceding  move- 
ments, you  end  the  period  with  your  men  knowing 
how  to  perform  those  movements,  ready  any  time 
thereafter  to  take  them  up  in  drills  for  discipline. 


HOW  TO  CONDUCT  DRILL  97 

Drills  for  Discipline 

The  close  order  drill  of  precision  for  developing 
discipline  is  the  fruition  of  training,  the  delight  of  the 
soldier,  the  reward  of  the  drill  master.  The  men  should 
leave  it  mentally  exhilarated,  enthusiastic,  sure  they 
have  made  a  stride  forward  in  training.  Too  often 
quite  the  reverse  is  seen;  the  drill  has  been  aimless, 
easygoing,  perhaps  stupid,  and  the  men  leave  it  bored, 
depressed,  with  little  hope  for  their  future. 

This  drill  should  be  attempted  only  when  the  men 
have  had  sufficient  preliminary  instruction  in  the  move- 
ments undertaken  to  make  fairly  accurate  execution 
possible.  It  should  be  held  generally  in  platoons  or 
larger  units,  and  commanded  by  the  permanent  leaders 
of  these  units. 

Whenever  it  is  undertaken,  first  be  sure  its  object 
is  clear  to  all  concerned.  These  precise  movements  of 
the  manual,  of  physical  training  and  of  close  order 
drill  are  not  for  use  on  the  battlefield.  Their  object  is 
to  develop  the  feeling  of  solidarity  and  cohesion  among 
the  men  of  the  same  team,  under  their  proper  leader, 
and  above  all  to  train  the  minds  and  bodies  of  the  indi- 
viduals into  habits  of  a  common  exact  unhesitating 
obedience  to  the  will  of  their  chief.  That  is  the  guiding 
thought  to  be  constantly  remembered,  you  are  making 
habits  of  implicit  obedience.  Then  when  the  stress  of 
battle  comes,  and  men's  faculties  are  paralyzed  by  the 
unwonted  roar  and  loss  of  life  and  straining  fear, 
they  may  still  be  controlled  because  Habit  has  made 
obedience  automatic  and  the  easiest  line  of  action.    This 

7 


98  LEADERSHIP  AND  MILITARY  TRAINING 

psychological  truth  is  fundamental  in  military  training. 
It  is  the  guiding  principle  for  all  drills  of  precision, 
which  are  but  schools  in  discipline. 

The  instructor  commands  "Right  front  into  line/' 
not  because  he  wants  you  in  line  especially,  but  in  order 
to  exercise  you  in  an  exact  performance  of  that  par- 
ticular movement,  to  habituate  you  to  move  exactly 
as  he  has  ordered  you  to.  How  absurd  then,  that  in- 
stead of  correcting  the  failures  in  executing  this  move- 
ment, and  then  repeating  it,  trying  for  an  exact  per- 
formance, he  should  complacently  pass  on  to  another, 
or  equally  bad,  order  this  again  without  comment.  And 
yet  we  have  seen  instructors  conduct  a  whole  drill  on 
this  basis,  the  men  growing  more  and  more  tried  and 
bored  as  it  progressed.  How  preferable  that  the  men 
first  appreciate  the  object  of  and  necessity  for  pre- 
cision, that  the  instructor  be  able  to  name  the  individual 
faults  that  may  prevent  it,  and  then  that  all  concentrate 
on  executing  some  one  movement  right  before  attempt- 
ing another.  Such  a  drill  will  be  of  real  value  in  the 
training.  The  men  are  now  interested  in  making  the 
movement  perfect,  and  this  makes  it  imperative  that  the 
instructor  criticize  each  attempt,  "good,"  "very  good," 
"poor,"  and  if  so,  wherein  and  how  to  be  corrected. 

The  instructor  who  does  not  know,  and  must  per- 
force conduct  an  indifferent  drill,  not  only  wastes 
precious  time,  but  is  doing  actual  damage,  for  he  is 
inculcating  habits,  not  of  exact  obedience,  but  of  indif- 
ferent obedience.     He  had  better  give   "rest"   until 


HOW  TO  CONDUCT  DRILL  99 

"recall."  But  this  is  unnecessary,  for  he  may  easily 
prepare  himself  thoroughly  beforehand  on  the  new 
movement  or  two  scheduled  for  that  day  and  then  use 
his  ingenuity  in  arousing  the  men's  interest  in  making 
them  quite  perfect. 

To  conduct  this  drill  you  have  got  to  know  every 
detail  of  the  movement  yourself.  In  preparing  your- 
self for  it,  visualize  its  execution  and  see  what  individ- 
ual is  responsible  for  the  correctness  of  execution  of 
each  part,  try  to  see  what  faults  are  likely  to  occur  and 
how  to  correct  them.  You  can  do  this  for  one  move- 
ment at  a  time — ^you  cannot  do  it  for  several.  But  in 
a  short  time  you  will  have  done  it  for  all,  and  will  find 
yourself  a  capable  drill  master. 

It  is  inconceivable  yet  true,  that  there  are  officers 
who  presume  to  conduct  a  drill,  and  yet  do  not  know 
for  certain  how  the  movements  they  order  are  to  be 
executed.  They  see  it  go  wrong,  and  cannot  tell  why ; 
they  suspect  a  certain  thing  should  or  should  not  have 
been  done,  but  have  to  slur  over  it  because  they  are  not 
sure.  Of  course  they  cannot  make  corrections  or  in- 
telligent comments,  hence  their  efforts  to  conduct  the 
drill  are  futile  or  worse.  This  may  be  the  fault  of 
having  tried  to  cover  too  much  ground  at  once.  It  is 
most  often  seen  where  work  is  not  scheduled  in  detail 
ahead  of  time. 

It  is  not  enough  to  know  the  commands  and  to  give 
them  correctly ;  to  make  their  execution  perfect  is  the 
real  thing.  The  very  essence  of  drill  requires  that  the 
instructor  shall  have  analyzed  each  movement  in  detail, 


100         LEADERSHIP  AND  MILITARY  TRAINING 

till  he  knows  exactly  what  each  element  should  be  doing 
at  each  instant — then  and  then  only,  will  he  be  able 
to  put  his  finger  on  the  man  who  went  wrong  and  show 
him  how  he  spoiled  the  precision  of  the  movement. 
Here  is  General  Rimington's  analysis  of  drill,  and  you 
might  well  recite  it  to  yourself  each  morning  on  your 
way  to  the  drill  ground.     "To  drill  resolves  itself 

INTO  THE  POWER  TO  OBSERVE  AND  CORRECT  MISTAKES, 
AND  so  TO  CORRECT  THEM  AS  TO  MAKE  A  LASTINGi 
IMPRESSION." 

Even  with  well-instructed  troops,  individuals  are 
constantly  making  mistakes,  it  may  be  through  inatten- 
tion, forgetfulness,  stupidity,  deviltry  or  even  ignor- 
ance. It  is  for  you  to  be  sure  to  see  the  mistake,  to  let 
the  man  know  you  saw  it,  to  estimate  its  cause  and 
then  if  clever  enough  apply  the  appropriate  correc- 
tion so  it  will  not  be  forgotten.  Use  sarcasm  if  it  be 
justified,  but  do  not  wound  a  man's  pride  unless  sure 
he  deserves  it.  General  corrections  addressed  to  the 
whole  company  are  not  effective;  no  one  thinks  they 
mean  him.    Always  indicate  the  individuals  concerned. 

Even  experienced  drill  masters  prepare  themselves 
especially  for  each  drill  period,  think  out  in  advance 
what  they  will  do  and  how  do  it  to  get  good  results. 
They  appear  mentally  at  ease  and  resourceful  only  be- 
cause of  careful  forethought.  You  cannot  hope  to  do 
well  without  it.  Realize  that  time  is  short,  each  drill 
is  precious,  and  be  sure  it  brings  your  men  one  step 
nearer  efficiency.  They  are  mostly  intelligent  men.  Do 
not  insult  their  intelligence  by  going  before  them  unpre- 


HOW  TO' CONDUCT  DRILL    ,  101 

pared  to  occupy  their  full  time  with  interesting  in- 
structive work.  This  puts  it  right  up  to  you;  and  no 
man  can  occupy  a  full  drill  period  properly,  without 
having  first  fitted  himself  especially  for  it. 

So  often  we  see  the  instructor  unctuously  giving 
his  men  "rest"  while  he  scratches  his  vacant  head  in  an 
effort  to  think  what  to  do  next.  Compare  the  instruc- 
tor who  has  thought  out  his  work,  is  quick  and  sure  in 
correcting  the  exact  individual  mistake,  keeps  his  men 
alert  and  keen,  interested  and  on  the  jump.  His  men 
are  sweating  blood,  but  they  are  getting  what  they 
came  for,  their  eyes  are  bright,  and  after  the  drill  they 
are  enthusiastic  about  their  instructor  and  their  outfit, 
and  ready  to  advise  friends  to  join  it.  Think  what  such 
a  drill  means  for  esprit  and  morale. 

Now  watch  the  men  under  the  instructor  who  is  un- 
prepared. He  gives  commands,  even  these  are  often 
incorrect.  He  shows  no  ability  to  get  accurate  per- 
formance— seems  incapable  of  it.  His  corrections,  if 
he  makes  any,  are  general  and  casual,  not  aimed  directly 
and  unerringly  at  the  exact  mistake.  Drill  lags,  the 
men  become  bored.  They  are  wasting  their  time  and 
they  know  it.  They  leave  the  drill  disgusted ;  if  they 
advised  a  man  to  join  the  outfit  it  would  be  because 
they  had  it  in  for  him.  They  are  under  command  of  a 
"dub,"  and  they  know  it.  This  is  put  strongly  because 
you  must  feel  it  strongly.  Then  you  will  not  go  to 
drill  and  be  ignorant  of  your  part  in  it. 

This  drill  of  precision  is  made  interesting  to  the 
man,  not  so  much  by  variety,  as  by  striving  for  perfec- 


102       l?:adership  and  military  training 

tion  in  each  movement  undertaken,  by  putting  your 
own  vitality  and  enthusiasm  into  it  and  by  caring  so 
much  that  every  man  be  exactly  right  every  instant  that 
you  cannot  tolerate  inaccuracy  or  inattention,  and 
will  nail  each  one  of  these  on  the  head  the  instant  it 
appears,  and  by  being  interested  yourself  and  showing 
your  interest  in  the  tone  of  your  commands.  This 
requires  vitality  on  your  part.  You  give  of  your 
strength  and  spirit,  and  put  them  into  the  men.  It  is 
exhausting  work.  If  you  are  personally  sick,  your  drill 
will  be  sick.  Do  not  presume  to  take  charge  then  ;  give 
your  subordinate  this  chance  at  command. 

You  will  soon  so  train  your  eye  that  it  will  catch 
the  man  the  instant  he  starts  to  go  wrong,  and  by  call- 
ing his  name  and  telling  him  what  to  do  quickly,  you 
will  often  save  a  bad  break.  Do  not  waste  time  and 
energy  to  ask  "where  the  h — 1  he  is  going.'*  He  might 
stop  and  answer  you.  Tell  him  where  to  go.  This 
takes  training,  and  knowing  the  men  by  name,  and 
above  all  such  an  intimate  knowledge  on  your  part  of 
the  mechanism  of  each  movement  that  you  can  spot  the 
slip  the  instant  it  occurs. 

It  is  possible  to  prolong  this  drill  too  far,  until  close 
attention  becomes  impossible.  But  do  not  be  too  easy, 
too  careful  of  tiring  the  men.  Remember  you  are  try- 
ing to  train  their  wills  to  force  their  bodies  into  exact 
obedience  under  the  most  unfavorable  conditions. 
Hence,  while  the  drill  lasts,  attention  must  be  rigid 
and  performance  exactly  precise;  and  it  should  be 
continued  at  this  gait  imtil  it  has  tested  somewhat  their 


HOW  TO  CONDUCT  DRILL  103 

powers  of  endurance.  A  good  instructor  watches  this 
at  each  drill;  the  periods  will  naturally  grow  longer 
with  practice.  They  should  never  be  really  long.  The 
very  essence  of  this  drill  is  concentrated  attention,  and 
a  rapid  fire  of  commands,  snappy  executions,  and  terse 
corrections.  Then  quit.  Do  not  ruin  the  effect  by 
dawdling. 

The  drill  of  precision  should  be  like  the  training 
of  a  college  football  squad.  Each  group  is  composed 
of  men  with  nerve  and  spirit  enough  to  fight  for  the 
honor  of  their  institution,  both  have  but  limited  time 
for  training,  both  must  be  so  trained  in  individual  skill 
coalesced  into  teamwork,  so  disciplined  by  drill,  so 
accustomed  to  sure  control  under  excitement,  made  so 
confident  of  their  ability  and  of  that  of  their  captain, 
that  they  will  go  to  the  field  of  conflict  with  a  morale 
that  knows  only  victory,  and  never  knows  defeat.  Then 
why  not  make  your  training  like  that  of  the  successful 
football  coach  ?  He  bows  to  no  time-honored  traditions 
of  making  automatons  of  his  men,  but  uses  their  intelli- 
gence. They  must  come  to  the  field  knowing  the  details 
of  the  plays.  No  time  there  for  explanations.  The 
practice  is  to  co-ordinate  and  perfect  these  plays;  it  is 
stiff  and  hard,  under  positive  direction,  with  crisp  indi- 
vidual corrections,  and  brief  pointed  instructions.  The 
men  delight  in  it.  It  makes  them  sweat,  but  their  blood 
tingles  at  the  thought  of  the  coming  fight,  for  they  are 
confident  that  they  are  good  men  on  a  good  team  under 
a  smashing  good  captain.  The  same  plays  are  practised 
over  and  over  again,  and  with  no  loss  of  interest,  for 


104  LEADERSfflP  AND  MILITARY  TRAINING 

every  man  is  striving  for  the  perfection  of  each  play, 
every  mistake  is  tersely  pointed  out  before  the  play  is 
repeated,  and  all  appreciate  that  only  by  thoroughness 
and  a  sure  knowledge  of  the  fundamentals  can  the  team 
get  that  morale  which  is  going  to  carry  them  to  victory. 
It  is  stated  that  in  the  years  of  Yale's  football  suprem- 
acy, she  used  to  come  down  to  the  middle  of  the  season 
with  but  six  plays  and  a  punt.  What  a  lesson  in  the 
value  of  thoroughness  for  the  military  student!  And 
you  may  make  your  military  drill  equally  smart,  every 
one  on  his  toes  to  make  the  execution  perfect.  It  is  not 
how  much  you  do  at  drill,  it  is  how  perfectly  you  do  it. 

After  the  men  have  learned  the  fundamentals  of  the 
schools  of  the  soldier  and  the  squad,  the  more  ad- 
vanced drills  are  studies  for  the  officers  and  noncom- 
missioned officers.  It  is  not  the  difficulty  of  teaching 
these  movements  of  the  larger  units,  even  in  their 
perfection,  that  causes  most  ragged  drills — it  is  the 
instructor's  failure  to  keep  the  men's  interest  and  atten- 
tion to  a  pitch  necessary  for  their  accurate  performance 
of  the  wheels,  turns,  obliques,  etc.  A  good  drill  master 
needs  be  a  psychologist,  by  nature  or  by  acquisition,  so 
to  handle  the  men  and  the  work  as  to  keep  the  men 
interested  and  alert. 

The  smoothness  of  drill  movements  is  more  de- 
pendent upon  the  work  of  the  guides  than  any  other 
two  things.  Direction  and  gait  are  the  two  essentials, 
failure  in  either  will  upset  the  work  of  the  best  drilled 
company.  Instruction  should  include  close  attention 
to  them  from  the  first. 


HOW  TO  CONDUCT  DRILL  105 

As  any  man  may  find  himself  a  guide  at  any  time, 
it  is  absolutely  necessary  that  every  recruit  be  taught 
how  to  march  in  a  straight  line,  always  keeping  two 
points  well  in  front  of  him  in  his  line  of  march;  and 
how  to  pick  up  the  new  direction  after  a  wheel  or  turn, 
quickly  and  accurately  at  the  correct  angle;  and  the 
vital  importance  of  holding  the  gait  uniform  as  the 
guide  shifts  from  one  man  to  another. 

Next,  all  leaders  must  appreciate  the  importance  of 
announcing  the  guide  whenever  the  movement  calls  for 
it,  of  seeing  that  there  is  no  misunderstanding  as  to 
what  individual  is  the  guide,  and  of  constantly  watching 
that  this  guide  be  correct  as  to  direction  and  gait.  In 
each  movement  and  part  of  a  movement  there  is  always 
one  man  responsible  for  direction  and  gait.  Unless 
your  study  of  each  movement  includes  an  understand- 
ing of  who  he  is  in  each  case,  you  are  powerless  to  make 
proper  corrections  or  to  assist  properly  in  the  execution 
of  movements  at  drill.  The  book  covers  this  matter 
in  every  case;  it  is  impracticable  to  repeat  the  rules 
here.  The  great  thing  is  to  impress  upon  you  the 
necessity  of  considering  the  guide  and  the  gait  in  every 
movement.  Remember  this  general  rule:  Whenever 
two  or  more  men  march  beside  each  other,  they  form 
a  rank,  and  there  is  always  one  individual  man  in  that 
rank  who  is  responsible  for  its  gait  and  direction,  the 
guide — and  the  others  must  regulate  themselves  on 
him. 

Each  outfit  strives  to  preserve  straight  elastic  lines 
in  marching.     Assuming  that  the  guide  is  doing  his 


106         LEADERSHIP  AND  MILITARY  TRAINING 

part,  the  one  thing  left  to  spoil  the  smoothness  is 
having  men  correct  their  positions  abruptly,  thus  send- 
ing waves  through  the  line,  or  causing  crowding.  The 
fundamental  principle  of  marching  in  line  is,  that  each 
individual  shall  march  straight  to  the  front,  uniformly, 
at  the  same  rate  as  the  guide ;  and  that  he  shall  make 
his  corrections  for  alignment  or  inten/al  very  gradually. 
This  gives  the  desired  elasticity  and  freedom  of  move- 
ment. Observe  its  corollary;  telling  a  man  at  drill 
to  coriect  interval  or  alignment,  you  must  be  careful 
to  do  it  in  a  tone  that  will  not  make  him  jump,  and  thus 
get  the  habit  of  doing  it  abruptly. 

March  discipline  as  well  as  accuracy  of  execution 
of  movements  at  drill  demands  that  distances  be  accu- 
rately observed  at  all  times.  Explain  the  reasons  for 
this  to  the  men,  and  thereafter  insist  on  it  at  drill. 
Elongation  in  a  column  is  generally  inaugurated  at  the 
command  for  marching,  because  the  men  at  the  rear 
of  the  column  do  not  take  the  full  step  at  the  com- 
mand. Face  a  rank  toward  a  flank,  command  forward 
march  and  watch  the  steps  of  the  rear  men.  At  drills, 
always  see  that  the  men  in  rear  obey  each  command 
as  fully  as  those  in  front. 

To  get  quick  alignment  of  a  rank  at  a  halt,  give 
your  whole  attention  first  to  seeing  that  the  three  or 
four  men  at  the  base  are  actually  in  accurate  line  as 
you  want  it.  The  others  will  easily  form  on  such  a 
base.  If  one  of  the  base  men  is  out  a  half  inch,  it  is 
quite  impossible  to  establish  the  line  without  infinite 
fussing. 


HOW  TO  CONDUCT  DRILL  107 

You  must  appreciate  the  necessity  of  commenting 
on  the  various  movements  at  drill.  You  are  out  there 
as  an  instructor,  a  critic  of  their  work.  You  command 
"squads  right,  march."  The  men  try  to  execute  it 
properly.  You  say  nothing,  but  perhaps  give  the  same 
command  again.  They  wonder  why.  Was  some  one 
wrong?  Who?  No  one  knows.  If  it  was  done  cor- 
rectly, they  should  have  the  satisfaction  of  knowing  it ; 
call  out,  "good."  If  you  think  it  could  be  done  better, 
say  so;  explain  wherein,  and  order  it  again.  Make 
the.drilLpers.Qri3J  to  each  man,  vitalize  it,  show  the  men 
that  you  know  good  work  from  bad,  and  that  you  want 
only  good.  Use  your  Y9i£G-  Perhaps  the  general  exe- 
cution is  poor ;  the  men  are  careless,  perhaps  they  have 
not  yet  settled  down  to  business.  The  tone  of  your  com- 
mand as  you  repeat  it  will  be  the  only  comment  neces- 
sary, and  each  man  will  realize  that  he  must  wake  up. 

But  where  all  are  trying  to  drill  well,  and  it  is  up 
to  you  to  see  that  they  are,  if  a  movement  has  been 
marred  by  certain  individuals,  they  should  be  corrected 
personally.  Where  all,  leaders  and  men,  are  working 
together  to  learn  the  game,  there  is  no  affront  in  a 
personal  correction,  unless  you  unfortunately  put  it  in 
your  tone  or  manner  in  making  the  correction.  Where 
the  mistakes  result  from  shiftlessness,  a  little  affront 
might  be  timely,  and  is  no  more  than  due  to  the  others 
who  are  trying.  You  must  learn  to  talk  as  occasions 
demand  it.  A  company  could  arrange  to  have  a  phono- 
graph grind  out  commands,  if  that  were  all  it  needed 
for  drill. 


108  LEADERSHIP  AND  MILITARY  TRAINING 

Suggestions  for  Both  Drills 

The  curse  of  any  drill  is  letting  things  drag  along. 
Every  minute  so  spent  is  doing  positive  harm.  You 
have  got  to  realize  the  truth  of  that.  The  controlling 
principle  for  every  minute  actually  spent  in  training 
must  be  learning  how  to  be  that  one  second  quicker 
than  the  enemy.  Your  drill  hours  are  long,  yes,  but 
every  drill  manual  provides  for  frequent  rests.  This 
means  that  it  is  intended  that  the  actual  drill  shall  be 
so  smart,  so  intense,  that  rest  becomes  necessary. 
Every  good  drill  master  bores  with  full  force  on  the 
work  in  hand  while  he  is  at  it,  goes  nearly  to  the  limit 
of  keeping  up  that  high  tension ;  then  calls  REST  !  and 
every  one  relaxes  into  a  rest  that  is  appreciated.  The 
poor  drill  master  gives  rest  because  he  and  his  men 
are  tired? — Yes;  tired  in  the  sense  of  being  bored. 
(They  don't  need  rest,  they  need  a  bed.)  No  use  for 
him  to  call  attention  and  pretend  to  be  busy  when  the 
captain  appears,  the  dull  faces  of  his  men  betray  him : 
— as  the  keen  interested  expressions  show  good  work 
in  the  other  squad. 

All  drill  has  got  to  have  "pep,"  and  the  drill  master 
has  got  to  put  it  there.  Do  not  talk  about  "having  the 
stupidest  men  you  ever  saw."  Men  average  about  the 
same,  and  if  drill  is  going  wrong  it  is  generally  your 
fault.  Give  "  rest,"  and  think  it  over.  Try  to  find 
wherein  you  have  failed  and  correct  it.  Perhaps  your 
enthusiasm  expected  to  find  "pep"  in  the  men  before 
you  had  aroused  it.     Perhaps  you  have  been  too  im- 


HOW  TO  CONDUCT  DRILL  109 

patient,  or  have  run  them  beyond  their  limit.  They 
are  not  as  highly  trained  as  you.  Be  sure  you  give 
enough  rest  to  justify  demanding  keenness  when  they 
do  work.  And  at  each  rest  think  out  exactly  what 
you  will  do  next,  so  there  will  be  no  uncertainty  or 
dwadling  when  you  do  take  hold.  And  no  matter  what 
the  work,  from  executing  right  dress  to  the  endurance 
run,  get  the  spirit  of  doing  it  the  one  second  faster 
than  the  other  fellow. 

Military  training  means  mental  alertness,  quick, 
sure  comprehension  and  execution  of  orders.  How 
absurd  then  for  a  drill  master  to  get  the  habit  of  repeat- 
ing his  commands  and  instructions  two  or  three  times 
before  he  gets  results.  And  yet  we  often  hear  this  at 
drills.  He  is  developing  mental  lassitude.  His  captain 
should  crucify  him,  for  he  is  spoiling  his  soldiers.  Get 
attention,  give  a  command  once,  and  land  on  the  man 
who  does  not  observe  it.  As  a  test  of  mental  alertness, 
concentration  of  attention,  try  this:  Step  up  to  a  squad 
in  line  and  command  "  At  the  command  go,  number 
ones  execute  about  face,  number  twos  left  face,  numbers 
three  right  face,  numbers  four  two  paces  to  the  front. 
Go!  "  Then  check  up  and  see  what  men  have  done  the 
right  thing.  You  can  devise  many  similar  tests.  They 
will  arouse  the  interest  of  the  squad. 

Along  the  same  line  is  the  fault  of  always  hepping 
the  cadence  when  marching.  Do  it  rarely,  and  for 
not  to  exceed  six  or  eight  counts, — force  the  men  to 
do  their  own  thinking,  and  to  act  quickly  in  catching 
step.    Otherwise  they  will  lean  on  the  file  closer  end- 


110  LEADERSHIP  AND  MILITARY  TRAINING 

lessly  to  keep  them  in  step.  And  if  drill  is  lagging,  one 
way  to  put  life  into  it  is  to  increase  the  cadence  to 
130  a  minute.    That  makes  dragging  quite  impossible. 

The  actual  giving  of  commands  at  drill  is  an  art 
in  itself.  In  addition  to  the  instructions  of  your  drill 
manual,  remember  always  that  your  command  is  for 
the  man  furthest  from  you,  the  rear  man  in  a  column 
as  well  as  the  leading,  and  insist  on  his  obeying  your 
command  of  execution  as  exactly  as  the  leading  man. 

Use  your  natural  voice,  otherwise  in  time  of  excite- 
ment you  are  very  likely  to  use  it  and  thus  betray  your- 
self as  excited;  and,  too,  your  men  should  be  able  to 
recognize  your  voice  in  work  by  night. 

Experiment  with  giving  commands,  and  you  will 
find  that  by  your  manner  and  tone  of  voice  alone  you 
can  actually  control  the  kind  of  execution  your  com- 
mand receives.  You  can  get  careful,  deliberate  re- 
sults, or  quick  nervous  ones,  as  you  desire.  Your  tone 
may  be  such  as  fairly  to  put  the  men  to  sleep,  or  it  may 
have  such  vim  that  some  muscle  must  jump  at  the 
command  of  execution.  How  often  we  see  all  the  snap 
taken  out  of  a  company  by  an  officer  whose  commands 
lack  punch  and  vitality. 

And  again  a  skilful  officer  will  by  his  tone  of  com- 
mand, lift  a  company  out  of  its  dream  and  inject  life 
and  snap  into  every  movement;  best  of  all,  he  can 
take  an  outfit  that  has  become  "rattled"  through  poor 
leadership,  the  men  nervously  trying  hard  but  unable 
to  do  anything  correctly,  and  with  a  few  quietly  given 
commands  bring  them  back  to  easy  control  and  accurate 


HOW  TO  CONDUCT  DRILL  111 

performance.  If  you  aspire  to  become  a  reasonably 
good  drill  master  you  must  study  the  art  of  giving  com- 
mands properly. 

Where  a  command  of  execution  is  a  word  of  more 
than  one  syllable,  the  accent  of  command  must  be  put 
on  the  last  syllable,  preceded  by  enough  pause  to  let  it 
be  shot  out  with  compelling  force.  For  example,  you 
cannot  get  snappy  execution  out  of  the  command 
At-ten'-tion.  But  you  can  make  the  men  jump  into  place 
with  At'ten—TION' ! 

And  in  emergency  be  sure  to  give  the  proper  usual 
military  command  for  any  desired  action.  If  the  men 
are  excited  they  will  be  sensitive  to  any  departure  from 
the  usual.  If  they  feel  that  you  cannot  control  them 
by  usual  methods,  they  are  likely  to  become  uncertain 
in  their  action,  to  lose  confidence  in  you  and  their 
training.  To  illustrate :  A  company  was  unexpectedly 
assembled  to  meet  an  emergency.  The  lieutenant  in 
command  told  the  men  to  "load  their  pieces."  A  wave 
of  uncertainty  swept  down  the  rank,  with  here  and 
there  a  man  starting  nervously  to  load.  The  old-soldier 
first  sergeant,  instinctively  grasping  the  situation, 
jumped  in  front  and  commanded,  "Steady."  And  then, 
"Company,  Load!"  And  the  rank  stiffened  into  a 
confident  machine. 

Here  is  a  senseless  habit  of  the  old  service  which 
should  be  dropped  in  the  new  army.  Always  in  speak- 
ing to  a  man  about  any  object  he  is  using,  the  custom 
is  to  designate  it  as  "that'^  gun,  that  bayonet,  etc.,  in  a 
tone  as  though  the  gim  were  peculiarly  odious  for  some 


112         LEADERSHIP  AND  MILITARY  TRAINING 

reason.  The  expression  loses  all  force  for  needful 
occasions  by  its  common  use  for  all,  and  always  leaves 
a  bad  impression. 

One  of  the  constant  objects  of  all  drill  is  to  develop 
in  the  individual  self-control  and  his  powers  of  endur- 
ance. You  should  therefore  insist  on  a  rigid  observance 
of  ''Attention/'  Not  a  muscle  should  be  allowed  to 
move.  Let  the  men  know  the  reasons  for  this,  and 
they  will  take  a  pride  in  doing  it. 

That  attention  which  is  to  result  in  perceptions 
which  will  be  retained  by  the  memory  is  more  a  physi- 
cal state  than  a  mental.  The  "spine  must  be  erect,  the 
head  also,  with  chin  in  and  chest  slightly  arched  to 
make  free  breathing  easy.  If  this  position  of  atten- 
tion be  held  absolutely,  the  faculties  are  necessarily 
concentrated,  and  the  memory  receives  clear-cut, 
complete  indelible  impressions.  If  the  body  be  at  ease, 
faculties  are  relaxed,  and  attention  wanders  at  the  call 
of  passing  impressions; — a  dog's  bark  recalls  some 
distant  scene,  a  drop  of  sweat  makes  you  think  of  the 
night  before,  and  away  the  mind  goes.  Thus  the  in- 
structor's remarks  make  but  intermittent  impressions 
at  best. 

If  you  are  appealing  to  the  men's  reason,  explain- 
ing something  interesting,  they  may  well  stand  "at 
ease."  But  if  you  want  them  to  remember  exactly 
what  you  are  saying,  exact  the  strictest  observance 
of  the  position  of  attention,  and  then  see  to  it  that 
your  remarks  are  worthy  of  concentrated  attention. 
Do  not  repeat  or  ramble. 


HOW  TO  CONDUCT  DRILL  113 

Chiefs  of  platoons  and  file  closers  must  always 
avoid  talking  to  the  men  in  ranks  when  the  instructor 
is  making  explanations,  or  giving  commands.  It  is 
impossible  for  a  man  in  ranks  to  give  attention  to  two 
men  at  once.  And  their  corrections  must  be  directed 
to  the  individual  at  fault,  first  calling  his  name,  and 
using  a  tone  that  will  carry  to  him  alone — all  this  to 
avoid  distracting  the  attention  of  the  other  men.  It 
is  a  custom  of  the  service  for  file  closers  to  consider 
themselves  rather  ornamental  than  useful.  We  fre- 
quently hear  the  commander  cautioning  them  at  least 
to  keep  out  of  the  way.  A  great  mistake.  They  can 
be  made  so  helpful.  Make  them  feel  that  they  have 
an  important  part  to  play  in  watching  for  mistakes  and 
correcting  them  before  quite -committed,  and  in  keeping 
the  men  alert  and  soldierly.  Give  each  his  own  part 
of  the  line  to  watch,  his  *'fire  sector"  as  it  were,  and  get 
after  him  now  and  then,  instead  of  correcting  the  man 
himself,  whom  the  file  closer  should  have  corrected. 
It  is  a  good  sign  to  see  a  file  closer  call  an  individual 
to  attention  when  the  company  has  been  given  **rest," 
and  give  him  some  needed  instruction.  It  will  not  only 
help  this  individual,  but  will  add  to  the  attentiveness 
of  the  others  during  the  remainder  of  the  drill. 

It  is  important  for  instructors  to  understand  clearly 
the  difference  between  counting  aloud  for  the  exe- 
cution of  a  movement  ''by  the  numbers"  and  counting 
aloud  to  mark  the  cadence.  In  execution  by  the  num- 
bers, each  count  is  a  command  of  execution,  and  so 
marks  the  beginning  of  a  motion,  while  in  counting 
8 


114  LEADERSHIP  AND  MILITARY  TRAINING 

for  cadence  each  count  marks  the  termination  of  a 
motion.  For  example,  in  manual  of  arms  by  the 
numbers,  the  commands  will  be  Right  shoulder, 
ARMS,  TWO,  THREE.  "Three"  will  be  given 
with  the  left  hand  at  the  right  shoulder,  and  will 
result  in  having  it  brought  down.  In  the  same  move- 
ment counting  aloud  to  mark  cadence  the  command 
is  Right  shoulder,  ARMS,  One,  Two,  Three;  the  count 
"one"  marking  the  completion  of  the  first  motion, 
and  "  three  "  the  completion  of  the  last,  thus  being 
given  with  the  left  hand  at  the  left  side,  rather  than 
at  the  right  shoulder  as  before. 

Whenever  you  are  to  give  a  command  of  exe- 
cution as  a  certain  foot  is  planted,  you  must  actually 
give  it  just  before  the  foot  strikes  the  ground,  in 
order  that  the  command  may  have  made  its  im- 
pression on  the  men's  minds  as  they  plant  this  foot. 
You  may  gain  precision  of  execution  of  obliques  and 
turns  to  the  right  by  giving  the  command  of  execution 
on  the  right  foot  as  in  "By  the  right  flank."  This  is 
not  prescribed,  nor  desired,  unless  on  some  occasion 
for  an  effort  at  extreme  smartness,  as  in  a  competitive 
drill.  But  every  commander  of  a  unit  must  know  how 
to  take  up  the  forward  march  in  step  with  the  music 
or  a  leading  element.  He  gives  the  command  march 
on  the  accented  beat,  or  as  the  left  feet  of  the  leaders 
strike  the  ground. 


EXTENDED  ORDER  DRILLS 

The  object  of  these  drills  is  to  teach  the  mechanism 
of  control  for  the  battle.  They  offer  an  interesting 
phase  of  training,  for  both  men  and  leaders  are  here 
learning  the  details  of  the  actual  plays  they  are  going 
to  use  against  the  enemy.  Here  are  found  the  prin- 
ciples and  movements  by  which  the  squad  leader  trains 
both  himself  and  his  men  into  the  squad  team,  so  they 
may  participate  as  such  in  the  battle  exercises  of  the 
company.  Here  the  noncommissioned  officer  first  finds 
himself  a  responsible  member  of  the  troop  team,  whose 
efficiency  as  a  fighting  machine  will  depend  on  the 
excellence  of  these  component  elements  the  squad 
teams.  Here  he  gets  his  best  chance  for  self-training  as 
a  leader,  and  for  training  his  men  to  work  together  as  a 
team  under  him. 

In  the  regular  service,  these  drills  are  conducted  "  at 
ease,^'  the  design  being  to  develop  the  initiative  of  the 
men.  In  this  time  of  emergency,  they  should  be  con- 
ducted on  the  drill  field  with  the  same  precision  and 
attention  to  accuracy,  as  the  drills  in  close  order.  You 
need  the  training  in  discipline,  for  which  you  have  so 
little  time;  and  you  do  not  need  so  much  training  in 
initiative.  You  have  had  that  in  your  daily  walk,  trying 
to  make  a  living.  But  later,  working  on  varied  ground, 
applying  these  drills,  you  must  drop  all  thought  of 
precision,  and  give  your  initiative  full  play. 

Every  noncommissioned  officer  should  realize  that 

115 


116  LEADERSHIP  AND  MILITARY  TRAINING 

in  the  fire  fight  on  the  battlefield,  no  matter  if  the  order 
come  from  the  highest  general,  its  ultimate  execution 
will  be  carried  out  through  the  squad  leaders.  This  is 
a  grave  responsibility.  In  this  school  he  trains  himself 
and  his  team  so  they  can  be  trusted  to  meet  it. 

Whenever  the  squad  moves  the  squad  leader  actually 
leads  it.  The  men  take  all  instructions  and  directions 
from  their  squad  leaders,  who  look  to  the  chiefs  of 
platoons  for  signals,  or  direct  to  the  troop  commander, 
and  repeat  them  to  the  men. 

Training  in  the  advance  by  rushes  or  by  creeping 
should  be  conducted  in  this  school  with  a  view  to  teach- 
ing the  men  how  to  use  the  accidents  of  the  ground  to 
best  advantage,  and  particularly  to  training  the  leader 
and  his  men  in  working  together  through  varied  ground 
constantly  controlled  by  the  will  of  the  leader  ex- 
pressed by  signals.  They  must  advance  when  and 
where  the  leader  wishes,  halt  when  and  where  he 
wishes,  fire  when  and  how  he  wishes.  Let  the 
enemy  be  represented  and  firing  blank  ammunition, 
and  enough  excitement  will  prevail  to  render  this  so 
realistic  as  to  afford  difficult  conditions  for  leadership 
and  real  training  for  all. 

The  greatest  need  for  training  in  varied  country,  is 
to  teach  the  men  to  get  their  individual  firing  positions 
quickly  and  properly,  at  the  preliminary  command  for 
firing,  for  while  getting  the  best  available  cover  that 
enables  them  to  see  the  objective,  they  must  still  re- 
member their  comrades,  and  observe  reasonable  inter- 


EXTENDED  ORDER  DRILLS  117 

vals  and  a  general  alignment  to  avoid  injuring  each 
other. 

In  training  thus  for  actual  battle  you  and  your  men 
should  think  of  the  conditions  under  which  you  will 
make  these  plays,  and  fit  yourselves  to  meet  them  firmly. 
As  you  thus  advance  in  the  attack  you  will  hear  the 
shrapnel  screeching  just  over  your  head,  and  it  is  well 
that  you  have  anticipated  this  and  understand  that  it 
is  going  to  burst  in  the  enemy's  trenches  in  front  of 
you,  reducing  his  fighting  power  against  you.  Then 
instead  of  shrinking  with  dread  as  you  hear  it,  you 
may  cheerfully  wish  it  Godspeed  on  its  mission.  And 
this  will  continue  until  you  are  practically  at  his 
position,  and  our  shrapnel  are  screaming  by  not  so 
many  feet  over  your  head.  You  will  also  perhaps  be 
fired  over  by  hose-like  streams  of  bullets  from  the 
machine  guns,  showers  from  the  troops  in  position,  and 
God  knows  what.  It  is  part  of  infantry  training  and 
discipline  to  accept  these  cheerfully,  realizing  that  they 
can  be  far  less  injured  by  accidental  hits  than  they 
would  be  by  the  enemy  but  for  this  added  shower  of 
bullets. 

And  when  the  captain  gives  commands  for  opening 
fire,  what  is  your  responsibility?  To  meet  that  last 
most  important  requirement,  the  delivery  of  the  most 
effective  fire.  Here  is  the  fruition  of  the  squad  leaders' 
training  of  his  team.  Has  he  brought  his  men  to  this 
point  confident  in  themselves  and  in  him  ?  Can  he  get 
cool  response  to  his  commands,  and  carefully  aimed 
shots?    Leadership  will  be  tested,  the  degree  of  dis- 


118  LEADERSHIP  AND  MILITARY  TRAINING 

cipline  that  has  been  attained.  In  this  approach  and 
in  opening  this  fire  are  you  and  your  men  mutually 
helping  the  morale  of  each  other,  as  do  the  members 
of  a  football  team  as  they  trot  out  on  the  field  to  meet 
their  strongest  rival — a  jolly  here,  a  quiet  word  there, 
and  a  sharp  jolt  to  another?  A  little  conversation  in 
these  tense  moments  will  often  dissipate  the  grip  that 
apprehension  is  getting  on  your  faculties.  You  may 
thus  help  yourself  by  trying  to  help  others,  and  thus 
lessen  the  strain.  If  you  must  think  of  self,  why  not 
think  you  are  big  game  shooting,  where  to  miss  your 
aim  may  cost  your  life.  You  would  force  yourself  to  be 
steady  then,  why  not  now  ?  You  would  not  begin  shoot- 
ing up  the  landscape  then  but  would  hold  steady  for 
a  good  target.    Do  the  same  now. 


BATTLE  EXERCISES 

These  are  held  on  varied  ground,  preferably  un- 
familiar, and  are  for  the  purpose  of  practising  the 
"plays"  you  have  learned  at  drill,  developing  the 
leader's  ability  to  make  quick  decisions  in  emergency, 
to  use  the  right  "  play  "  for  the  occasion,  to  keep  quiet 
control  in  excitement.  They  are  the  practical  end  of 
training,  absolutely  necessary  to  fitness  for  war.  With- 
out them,  you  are  no  more  ready  for  a  fight  than  a 
boxer  who  had  learned  the  blows,  the  parries,  and  the 
footwork,  but  had  never  practised  them  on  a  friendly 
opponent.  You  will  have  to  act  almost  as  quickly  as 
he,  and,  under  the  terrific  strain  of  the  battlefield,  will 
need  that  much  practice  shall  have  made  correct  deci- 
sions come  to  you  intuitively. 

For  this  reason  these  exercises  are  always  made  as 
real  as  possible,  by  assuming  in  each  case  a  reasonable 
military  situation,  of  which  your  exercise  is  a  part,  by 
always  explaining  in  advance  this  situation  to  the  men 
so  they  may  know  why  they  are  ^'making  these  special 
plays,"  by  never  repeating  the  same  exercise  twice  alike, 
by  assuming  the  presence  of  an  enemy  and  representing 
him  when  possible,  and  by  the  use  of  blank  ammuni- 
tion to  lend  added  reality.  They  should  be  made 
very  simple  at  first;  you  will  find  that  the  simplest,  if 
at  all  realistic,  will  give  you  all  the  excitement  and 
confusion  you  can  well  handle.  Squad  problems  are 
large  enough ;  in  fact,  until  the  squad  leader  can  exer- 
cise intelligent,  quiet  control  of  his  squad  in 'emergency, 

119 


120  LEADERSHIP  AND  MILITARY  TRAINING 

it  is  folly  for  the  captain  to  attempt  to  handle  the 
company. 

If  you  think  this  too  simple,  try  it.  Plan  to  con- 
duct a  squad  as  part  of  a  problem  through  some  section 
of  broken  country,  and  let  two  men  representing  an 
enemy,  unexpectedly  open  fire  on  you  from  ambush. 
If  you  then  handle  your  men  properly,  calm  their  ex- 
citement rather  than  increase  it  by  your  own,  you  are 
justified  in  looking  for  rapid  advancement  when  the 
real  test  comes. 

As  soon  as  the  mechanism  of  extended  order  drill 
is  perfected,  you  are  ready  to  apply  it  in  these  prac- 
tical exercises,  and  it  is  only  thus  that  you  will  get 
any  clear  conceptions  of  troop  leading,  of  combat, 
patrolling,  marching  and  bivouacing.  And  this  is  the 
kind  of  soldiering,  not  drill  in  close  order,  that  the 
man  had  in  mind  when  he  enlisted.  He  will  be  keen 
for  it,  and  disappointed  unless  he  gets  some  experience 
in  roughing  it,  in  the  thrill  of  an  advance -to  the  attack, 
or  the  stealthy  approach  of  a  patrol. 

In  all  these  exercises,  a  sense  of  reality  must  lend 
the  element  of  excitement  and  earnestness,  so  impor- 
tant for  the  psychological  training  in  control.  This  is 
best  done  by  the  use  of  blank  ammunition.  You  will 
be  astonished  to  find  how  at  first  a  single  unexpected 
shot  will  start  the  heart  beats,  and  how  a  few  volleys 
will  set  all  your  nerves  a-tlngle.  These  are  the  condi- 
tions that  show  up  a  man's  qualities  for  leadership.  And 
it  is  leaders  we  are  now  seeking.  In  every  organization, 
the  officers  should  be  looking  out  for  .the  men  who 


BATTLE  EXERCISES  121 

here  show  qualities  of  leadership,  and  give  them  oppor- 
tunities for  their  development.  The  idea  should  pre- 
vail that  every  man  is  a  potential  leader,  and  that  we 
need  many  of  them.  This  will  make  the  men  eager  to 
learn  their  parts  better. 

The  company  is  the  highest  organization  in  which 
the  commander  deals  directly  with  the  individual  men. 
Drills  and  exercises  of  larger  units  are  primarily  for 
the  benefit  of  the  officers.  The  men,  however,  get  the 
benefit,  when  each  organization  is  handled  smartly  by 
its  leader,  made  to  work  smoothly  as  a  well-drilled 
team,  its  elements  always  in  good  order.  And  this  idea 
must  carry  through,  down  to  include  the  squad.  In 
reality  the  squad  is  the  prime  unit  for  training  indi- 
viduals, particularly  in  these  extended  battle  exercises. 
Here  the  leader  best  studies  his  men,  to  learn  their 
individual  peculiarities  and  capabilities.  And  this  he 
must  do  faithfully,  for  it  will  be  vital  later  that  he 
know  which  man  to  send  on  any  given  important  mis- 
sion. Well,  too,  that  he  keep  in  mind  that  his  men  are 
studying  him  as  well.  He  may  make  mistakes,  but  if 
he  hopes  ever  to  lead  these  men  in  battle,  let  them  not 
be  mistakes  of  weakness,  indecision,  or  failure  to  jump 
into  openings  that  may  offer. 

The  squad  leader  should  realize  that  he  is  respon- 
sible that  all  his  men  know  their  parts  so  well  that  he 
can  handle  them  with  perfect  control  in  whatever  con- 
ditions arise  in  unknown  varied  ground.  He  must 
practise  them  in  advancing  through  country  with  the 
best  possible  concealment  and  the  least  loss  of  time 


122         LEADERSHIP  AND  MILITARY  TRAINING 

and  control ;  in  quickly  and  quietly  occupying  a  given 
firing  position  in  all  kinds  of  places  and  under  all  man- 
ner of  circumstances;  in  delivering  the  kind  of  fire 
he  wants,  and  at  the  exact  desired  objective ;  in  cTiang- 
ing  the  fire,  and  the  objective;  in  rushing  forward 
properly  in  line,  and  occupying  a  new  position;  in 
scouting,  in  rallying;  in  fact,  in  all  the  experiences  of 
the  field,  he  must  be  sure  through  much  mutual  practice 
that  they  will  understand  his  will,  and  know  how  to 
perform  it  accurately. 

One  of  the  most  difficult  things  will  be  to  designate 
the  desired  objective  for  their  fire.  The  living  target 
may  not  be  visible,  probably  will  not  be.  The  enemy 
will  seek  concealment,  and  avoid  conspicuous  aiming 
points.  You  have  got  to  direct  the  fire  of  your  men 
so  the  bullets  will  strike  more  than  a  half  mile  away  in 
a  limited  space  which  you  can  barely  make  out  with 
your  field  glasses.  This  means  for  you  not  only  the 
ability  to  estimate  the  range  correctly,  but  equally  im- 
portant, the  ability  to  define  the  location  of  that  space 
to  your  men  in  such  a  way  that  they  may  aim  correctly 
to  hit  it.  Try  this  for  an  objective  difficult  to  point 
out,  and  you  will  appreciate  the  need  for  much  practice. 
You  may  then  abjure  the  pernicious  habit  of  designat- 
ing the  target  at  drill  by  the  lazy  means  of  command- 
ing, "at  the  enemy,"  when  there  is  no  enemy.  Rather 
you  will  select  a  target  difficult  to  locate,  and  require 
the  men  to  follow  your  definition  of  it  attentively,  till 
they  are  aiming  at  the  exact  point  desired.  Then,  in 
the  excitement  of  battle,  habit  may  induce  them  to  look 


BATTLE  EXERCISES  123 

to  you  for  directions  where  to  fire.  Otherwise  they 
will  fire  at  will  at  what  seems  the  most  dangerous  target, 
and  perhaps  by  so  doing,  defeat  the  very  object  of 
your  being  in  line  at  all.  And  how  many  nicely  laid 
plans  have  been  defeated  by  the  premature  firing  of 
some  undisciplined  soldier,  too  nervous  to  play  his  part 
properly  in  the  teamwork !  Be  very  faithful  in  much 
practice  of  all  the  phases  of  fire  control. 

Leaders  are  going  to  fall  out  unexpectedly  in 
the  battle.  This  suggests  most  important  practice. 
Arrange  that  certain  ones  shall  drop  out  unexpectedly, 
without  warning,  at  critical  moments  in  the  develop- 
ment of  an  exercise.  See  that  the  next  man  quietly 
assumes  the  responsibility  of  leadership,  without  con- 
fusing the  men.  They  should  be  accustomed  to  this 
by  practice,  so  that  it  will  not  shock  them  in  battle.  Be 
sure  that  the  order  of  seniority  is  always  known  in 
advance. 

And  in  all  these  exercises,  expect  many  mistakes  to 
be  made.  Do  not  try  to  avoid  them  by  telling  your 
leaders  in  advance  how  to  handle  each  situation.  No 
one  is  going  to  be  able  to  tell  them  in  battle ;  and  only 
by  personal  experience  can  their  minds  be  trained  to 
do  this  thinking  correctly  for  themselves.  Sacrifice 
your  desire  to  pull  off  a  perfect  exercise,  to  the  greater 
good  of  developing  their  initiative,  and  willingness  to 
take  responsibility. 

He  will  be  an  impossible  leader  on  the  battlefield, 
who,  suddenly  confronted  by  a  situation,  tries  to  stop 
and  think  how  Alexander  or  Baden-Powell  would  have 


124  LEADERSHIP  AND  MILITARY  TRAINING 

handled  it.  Rather  let  him  then  respond  to  the  impulse 
of  the  recollection  that  both  were  men  of  wonderful 
nerve,  and  above  all  resource;  and  let  him  realize  now, 
in  his  training,  that  the  development  of  these  qualities 
by  practice,  is  going  to  result  in  some  hope  of  his  having 
on  the  battlefield  enough  of  these  faculties  to  make  his 
own  quick  decision  the  best  rule  of  conduct. 

Once  out  in  the  country,  it  takes  only  a  fair  imag- 
ination, and  an  honest  willingness  to  use  your  brain,  to 
devise  an  endless  series  of  small  exercises,  in  patrol, 
outpost,  attack  and  similar  problems,  one  squad  against 
another,  introducing  an  element  of  surprise,  in  all  which 
both  you  and  your  men  will  be  getting  the  practice  that 
will  develop  the  qualities  of  courage,  steady  nerve, 
and  resource,  so  necessary  for  all  in  battle. 

Night  exercises  are  particularly  valuable  for  this 
training.  You  will  be  astonished  to  find  how  darkness 
will  magnify  the  soldier's  terror,  and  diminish  his  com- 
mon sense  and  courage.  Practice  only  will  ever  enable 
you  to  operate  at  all  after  dark.  From  adjusting  equip- 
ment hurriedly  in  the  dark,  to  keeping  up  proper  com- 
munication and  control  in  the  advance  to  an  attack,  each 
step  should  be  practised,  until  familiarity  has  developed 
faculties  and  steady  nerves  in  these  unusual  conditions. 
These  exercises  are  particularly  important  now,  when 
most  troop  movements  are  made  under  cover  of 
darkness. 

Always,  and  preferably  at  once  on  the  immediate 
ground,  each  exercise  should  be  discussed,  how  it  could 
have  been  done,  and  how  not.    And  in  these  discussions, 


BATTLE  EXERCISES  125 

do  not  arbitrate  solely  according  to  fixed  precepts.  Be 
sure,  too,  that  your  criticisms  are  constructive.  Do  not 
destroy  all  initiative  by  always  finding  that  the  work  of 
the  subordinate  was  bad.  Encourage  the  use  of  ex- 
pedients, above  all  the  application  of  cunning  and 
common  sense.  These  will  be  invaluable  qualities  for 
men  engaged  in  small  affairs,  scouting,  patrolling,  etc., 
while  in  a  large  way  camouflage  has  become  one  of  the 
most  important  phases  of  the  art  of  war. 

It  is  impossible  even  to  suggest  the  various  neces- 
sary exercises.  Your  own  intelligent  and  active  interest 
must  plan  them  for  you.  If  work  is  such  that  many 
must  be  idle,  while  the  few  are  engaged,  plan  to  occupy 
this  time  with  interesting  instruction  or  practice ;  esti- 
mating distances,  explaining  some  interesting  thing 
connected  with  the  service,  form  two  circuits  of  the 
men  and  hold  a  competition  in  the  correct  transmission 
of  a  verbal  message,  a  contest  in  signalling,  in  caring  for 
a  comrade  wounded  in  some  specified  manner^^  etc.,  etc. 
Forethought  on  your  part  will  provide  for  this.  And 
whatever  you  do,  explain  your  object  and  reasons,  and 
thus  enlist  intelligent  co-operation. 


MANEUVERS 

On  the  Ground. — These  are  the  battle  exercises 
described  above,  on  a  larger  scale,  and  include  also 
training  in  as  much  as  possible  of  practical  field  work, 
marching,  camping,  sanitation,  supply,  all  the  experi- 
ences of  field  service.  They  are  the  ultimate  goal  of 
peace  training,  and  our  final  test  of  leadership,  organ- 
ization, supply,  in  fact,  of  our  general  fitness. 

There  is  no  need  to  consider  here  their  absolute 
necessity  in  fitting  for  campaign  our  commanding  gen- 
erals and  their  staffs.  For  you,  their  great  value  is 
two-fold :  practical  experience  in  the  care  of  men  and 
materiel  in  the  field,  and  the  psychological  training  in 
leadership  and  control.  There  is  no  need  to  caution 
you  to  make  conditions  real,  to  enter  with  zest  into 
the  battle  exercises.  Pride,  and  the  desire  to  win  the 
decision,  do  that — to  excess.  The  need  is  for  you  to  go 
slower,  to  avoid  excitement,  to  try  to  keep  that  control 
of  your  men  which  you  know  to  be  so  necessary  in 
battle ;  to  try  to  keep  your  head  clear,  and,  remember- 
ing the  fundamental  principles  of  tactics,  see  that  you 
violate  none  of  them ;  to  avoid  letting  your  desire  to 
win  lead  you  to  violate  the  rules  of  the  game,  do  some- 
thing you  know  you  would  not  undertake  in  actual  war- 
fare. The  whole  success  of  these  exercises  lies  in 
everyone  playing  the  game  honestly,  according  to  the 
rules. 

126 


MANEUVERS  127 

And  if  you  want  to  get  the  greatest  good,  and  to 
win  the  astonished  applause  of  the  umpires,  go  into 
them  highly  resolved  that,  under  sudden  fire  or  unex- 
pected orders  to  deploy,  you  will  not  lead  a  bunch  of 
sheep  to  the  attack,  but  will  handle  your  men  properly, 
using  the  mechanism  of  control  you  have  taught  them. 
Some  senior  officer  may  be  wildly  waving  his  arms  and 
shouting  orders;  swear  that  you  will  lead  your  com- 
mand properly,  if  it  takes  another  half  minute.  It  will 
be  a  rare  sight,  and  bring  joy  in  headquarters. 

On  the  Map. — Where  out-door  work  in  varied 
terrain  is  impracticable,  and  even  as  a  preparation  for 
it  where  time  admits,  it  is  most  helpful  and  interesting 
to  conduct  these  tactical  exercises  theoretically  on  a 
large  scale  map,  or  other  representation  of  the  actual 
ground.  It  is  beyond  the  scope  of  this  book  to  go  into 
the  details  of  this  kind  of  instruction.  It  can  be  prop- 
erly given  only  by  an  instructor  who  has  fitted  himself 
for  it.  He  can  do  this  by  studying  Sayre's  '*Map 
Maneuvers  and  Tactical  Rides,"  by  practice,  and  by 
attempting  at  first  only  the  simplest  situations.  Each 
captain  should  add  this  ability  to  his  repertoire. 

The  most  training  can  be  given  in  the  *'one-sided 
maneuver,"  where  the  instructor  may  carry  the  situa- 
tion along  rapidly,  introducing  phases  at  will  to  illus- 
trate any  desired  tactical  point,  and  to  test  the  men's 
ability  in  whatever  he  desires.  This  is  an  excellent 
way  to  give  training  in  patrolling,  as  so  many  situa- 
tions may  be  introduced  in  a  short  time,  especially 
good    for    training    in    deciding    whether    messages 


128  LEADERSHIP  AND  MILITARY  TRAINING 

should  be  sent,  and  how,  and  in  giving  much  practice 
in  actually  writing  them.  In  this  one-sided  maneuver 
it  is  also  possible  to  discuss  and  criticize  each  step  as 
it  occurs — a  great  advantage,  not  possible  in  the  two- 
sided,  where  all  criticism  must  be  left  till  the  end,  when 
much  is  forgotten. 

I  have  found  by  experience  that  for  instructing  a 
class  larger  than  a  half  dozen,  the  best  way  is  to  hang 
the  large  scale  map  on  a  side  wall,  see  that  it  is  properly 
lighted,  and  then  group  the  class  sitting  in  a  close  semi- 
circle before  it.  As  many  as  thirty  can  thus  be  en- 
gaged simultaneously,  and  by  calling  first  one  then 
another  to  command  the  situations  as  they  arise,  all 
are  kept  keenly  interested. 

To  do  this,  requires  for  all  an  ability  to  read  maps 
with  facility.  But  maps  are  not  absolutely  necessary. 
Baden-Powell  describes  representing  the  terrain  for  a 
map  problem,  by  spreading  his  horse  cover  on  the 
ground,  and  putting  underneath  different  sized  stones, 
turfs,  etc.,  arranged  to  make  the  different  hills  and 
valleys  that  he  wanted.  You  may  devise  an  equivalent. 
A  large  sand  table  can  be  made  into  a  relief  map  for 
this  practice,  and  offers  one  of  the  very  best  means 
for  giving  practical  instruction  in  patrolling,  outguards, 
etc.  Each  company  should  have  a  sand  table  available 
for  use  in  inclement  weather. 


PRACTICAL  INSTRUCTION 

There  are  so  many  homely  things  that  even  a  well- 
drilled  soldier  must  know  before  he  is  fit  to  go  into 
campaign:  the  proper  use  of  equipment,  individual 
cooking  and  tent  pitching,  guard  duty,  entrenching, 
small-arm  firing,  patrolling,  first  aid  to  the  wounded, 
and  so  on.  They  will  seem  endless ;  and  there  is  just 
one  way  to  learn  them,  and  that  is  one  thing  at  a  time. 
This  is  an  important  part  of  the  captain's  schedule 
spoken  of  before.  He  will  list  all  the  things  he  is  going 
to  teach,  determine  the  time  he  can  give  to  each,  and 
then  apportion  them  to  the  drill  periods  each  day. 
Most  of  this  instruction  can  best  be  given  by  noncom- 
missioned officers  to  small  groups,  for  it  consists  largely 
in  illustration  and  practice  under  supervision,  where 
a  few  men  only,  are  much  more  satisfactorily  handled 
than  many.  System,  forethought  and  previous  prep- 
aration in  each  case,  will  enable  you  to  cover  the  whole 
ground  quite  satisfactorily.  They  will  lend  variety  and 
a  practical  interest  to  the  drill  periods,  and  result  in 
making  the  men  feel  that  they  are  progressing  each 
day.  Suggestions  can  be  made  in  the  cases  of  a  few 
of  these  subjects  only,  designed  to  increase  interest 
through  emphasizing  their  spirit. 

Physical  Training. — In  the  present  time  this  is 
of  the  first  importance,  and  readily  meets  a  keen  re- 
sponse from  the  men.  They  know  that  they  need  the 
9  129 


130  LEADERSHIP  AND  MILITARY  TRAINING 

highest  possible  development  of  physical  skill  and 
endurance,  that  they  must  be  brought  in  some  way 
from  the  gentlemanly  habits  of  decent  living  into  a 
state  of  preparedness,  mental  and  physical,  for  the 
most  aggressive,  brutal,  individual  fighting,  where  the 
man  must  kill  or  be  killed.  Physical  training,  and  later 
bayonet  combat,  with  all  the  forms  of  exercise  de- 
signed for  this  especial  need,  meet  this  requirement,  if 
entered  into  with  the  aggressive  spirit  and  conducted 
with  a  grim  earnestness  of  purpose  to  be  just  a  shade 
quicker  and  surer  than  the  other  fellow. 

Running  is  the  basis  of  all  physical  development. 
You  may  expect  a  lot  of  "double  time,"  and  should  be 
disappointed  if  you  do  not  get  it.  In  all  these  drills 
mental  alertness  is  a  prime  consideration,  and  explana- 
tions should  be  very  brief.  The  men  must  do  their  own 
thinking.  And  physical  drills  should  also  be  made 
drills  of  precision  for  discipline  in  control.  There  are 
none  better  for  this  purpose,  requiring  such  frequent 
and  accurate  response  to  the  will  of  the  leader.  Even 
a  battalion  may  be  trained  in  this  drill  by  its  own  com- 
mander. It  is  the  one  chance  he  has  in  the  first  weeks 
to  establish  the  fact  that  his  men  make  a  team,  and  that 
he  is  its  captain.  Every  move,  from  taking  off  coats 
and  hats  to  putting  them  on  again,  should  be  made 
a  matter  of  uniform  precision,  done  by  count.  The 
men  will  like  it. 

Military  games  are  an  excellent  phase  of  this  work. 
Anticipate  instruction  in  a  new  drill  movement  by 
having  the  men  run  from  one  formation  "  at  will " 


PRACTICAL  INSTRUCTION  131 

and  form  in  the  one  contemplated.  Devise  stunts 
that  will  test  their  alertness  and  attention  to  orders. 

Military  Courtesy. — Take  pains  to  learn  the 
rules  as  soon  as  may  be.  Your  strict  observance  of 
the  forms  of  military  courtesy  is  a  measure  of  your 
discipline  and  soldierliness.  All  the  armies  of  the  civi- 
lized world  from  time  immemorial  have  found  it  advan- 
tageous and  fitting  to  observe  strict  military  etiquette 
and  ceremonial;  and  these  forms  are  much  the  same 
in  all  services. 

The  military  salute  is  universal.  It  is  at  founda- 
tion but  a  courteous  recognition  between  two  individ- 
uals of  their  common  fellowship  in  the  same  honorable 
profession,  the  profession  of  arms.  Regulations  re- 
quire that  it  be  rendered  by  both  the  senior  and  the 
junior,  as  bare  courtesy  requires  between  gentlemen 
in  civil  life.  It  is  in  reality  rather  a  privilege  than  an 
obligation,  it  betokens  good  standing,  in  a  common 
cause ;  a  prisoner,  not  being  in  good  standing,  is  for- 
bidden by  regulations  to  render  the  salute.  This  Is  the 
right  conception  of  saluting ;  and  in  this  light  you  will 
see  that  the  question  should  be  not  "shall  I  salute  ?"  but 
rather  "may  I  salute?"  And  if  you  are  an  individual 
out  of  ranks  you  can  rarely  go  wrong  by  saluting.  The 
salute  is  rendered  to  all  officers,  active  or  retired,  of  the 
Army,  Navy,  Marine  Corps,  and  Organized  Militia. 
Officers  of  foreign  military  and  naval  services  should  be 
saluted  as  those  of  our  own. 

In  saluting  look  at  the  person  saluted  and  maintain 
the  salute  until  it  has  been  acknowledged  or  the  officer 


132  LEADERSHIP  AND  MILITARY  TRAINING 

has  passed.  The  precision  and  snap  with  which  you 
salute  marks  the  type  of  soldier  you  are  and  the  pride 
you  take  in  your  profession.  The  smart  salute  indi- 
cates that  you  are  so  trained  as  to  get  the  advantage 
of  that  second  over  your  opponent;  the  indifferent  one 
suggests  placing  odds  on  the  other  fellov/.  It  is  a 
pleasure  to  return  a  snappy  salute,  and  a  strange  officer 
,is  apt  to  inquire  to  what  organization  you  belong. 
There  are  so-called  salutes  so  indifferently  made  that 
an  officer  would  be  ashamed  to  acknowledge  them. 
He  could  feel  no  brotherhood  with  such  a  soldier. 

Guard  Duty. — Duty  as  a  sentinel  is  the  most  re- 
sponsible, dignified,  and  serious  individual  duty  that  a 
soldier  may  be  called  upon  to  perform.  He  must  be 
taught  to  look  upon  this  duty  in  that  light.  Delinquen- 
cies, such  as  temporary  absence,  drinking  intoxicating 
liquors,  or  neglect,  which  might  not  be  so  serious  in 
ordinary  circumstances,  become  grave  offenses  when 
committed  by  a  soldier  who  is  on  the  guard  detail. 

Sentinels  are  given  dignity  and  authority  fully  com- 
mensurate with  their  great  responsibilities.  Officers 
of  all  grades  as  well  as  enlisted  men  are  required  to 
respect  their  authority.  They  take  orders  from  no  one 
except  those  officers  directly  connected  with  the  guard. 
Such  dignity  must  lend  grave  seriousness  to  the  per- 
formance of  their  duties.  This  is  often  the  first  time 
in  his  life  that  this  man  has  been  in  a  position  to  give 
orders  to  anybody.  Properly  treated  it  may  be  a  fine 
means  for  developing  his  self-respect  and  sense  of 
personal  responsibility  and  force.    The  dignity  of  the 


PRACTICAL  INSTRUCTION  ISS 

sentinel  on  post  should  be  reflected  in  the  highest  degree 
by  smartness  in  dress,  equipment  and  military  conduct 
on  the  part  of  the  sentinel.  He  stands  alone,  under  the 
eyes  of  all  who  pass.  He  should  be  an  example  in  sol- 
dierliness.  He  represents  his  organization,  whose  effi- 
ciency is  likely  to  be  judged  by  his  conduct  and 
appearance. 

Sanitation. — Here  is  another  of  the  *'most  im- 
portant" subjects.  An  army  camp  or  cantonment  now 
keeps  the  best  health  record  of  any  community  in  the 
country.  We  hope  for  similar  results  in  campaign. 
Soldiers  and  leaders  must  learn  and  observe  the  army 
rules  of  health. 

Sanitation  is  the  initial  care  of  the  Medical  De- 
partment, and  when  commanding  officers  carry  out  its 
recommendations  we  may  expect  satisfactory  results. 
Too  often,  however,  conditions  of  the  service  make  full 
compliance  impossible,  and  a  compromise  between  ex- 
pediency and  the  ideal  must  result.  Fortunate  indeed 
is  that  command  in  which  the  surgeon  and  commanding 
officer  are  frankly  working  together  to  guard  the  health 
and  general  welfare  of  the  men — for  either  alone  may 
go  to  extremes  that  are  injurious,  while  if  they  freely 
advise  together  a  happy  mean  should  result. 

Any  system  of  sanitation  fails  that  does  not  enlist 
the  co-operation  of  the  line  officers  and  men.  Con- 
ditions are  conceivable  in  which  the  men  would  better 
take  chances  of  disease  than  be  worn  to  death  with 
unusual  hardships  in  trying  to  bring  about  ideal  sani- 
tary conditions.    Both  parties  must  be  reasonable,  and 


134  LEADERSHIP  AND  MILITARY  TRAINING 

for  the  doctor  as  well  as  the  commanding  officer  stands 
that  fundamental  principle  of  reducing  to  a  minimum 
the  hardships  of  the  men. 

When  making  a  camp,  the  surgeon  must  quickly 
decide  upon  any  sanitary  measures  he  may  recommend 
to  be  inaugurated,  so  that  the  necessary  fatigue  details 
may  go  about  them  at  once.  This  work  should  be 
cleaned  up  with  the  rest,  so  that  when  the  men  have 
composed  themselves  for  rest  or  diversion  they  will 
not  be  upset  by  the  arrival  of  an  orderly  announcing  a 
fatigue  detail. 

Every  soldier  should  be  eager  to  learn  the  proper 
uses  of  the  first-aid  packet.  Not  only  may  such  knowl- 
edge enable  him  sometime  to  save  himself,  but  even 
better,  it  may  enable  him  to  minister  intelligently  to  a 
wounded  comrade  Practical  instruction  will  give  him 
opportunity  to  learn  this.  He  should  not  be  satisfied 
with  looking  on  from  a  distance,  but  should  actually 
handle,  and  be  sure  he  understands  the  proper  use  of, 
the  contents  of  this  precious  package.  In  no  one  other 
thing  has  the  Medical  Department  done  so  much  to 
alleviate  the  horrors  of  the  battlefield.  Let  the  men 
go  to  the  surgeon's  lecture  in  the  above  spirit,  let  the 
surgeon  force  himself  to  speak  the  men's  language, 
confine  himself  to  the  few  practical  uses  that  the  men 
may  remember,  and  instruction  in  first  aid  becomes  the 
vital,  interesting  thing  it  should  be.  Commanding  offi- 
cers are  responsible  that  this  instruction  is  given. 

This  knowledge  is  particularly  important  to  the 
members  of  a  patrol.     In  the  service  of  information 


PRACTICAL  INSTRUCTION  135 

the  advance  detachments  must  often  go  on  without 
surgeons,  and  depend  upon  themselves  for  medical 
aid  and  attention  in  case  of  injury  and  sickness.  In 
the  present  war  of  positions,  the  wounded  must  often 
lie  hours  awaiting  skilled  medical  attention.  And 
when  you  realize  what  your  feelings  would  be  in  the 
presence  of  a  wounded  comrade,  if  you  were  incapaSle 
of  ministering  to  him  intelligently,  you  will  now  give 
attention  to  learning  what  you  may  of  proper 
treatments. 

History  shows  that  in  most  past  wars  many  more 
men  have  died  from  disease  than  from  wounds  re- 
ceived in  battle,  and  that  many  a  campaign  has  been 
brought  to  naught  because  sickness  had  incapacitated 
the  men  to  complete  it.  Much  of  this  disease  is  pre- 
ventable, and  is  due  either  to  the  ignorance  or  careless- 
ness of  the  person  who  has  the  disease,  or  of  other  per- 
sons about  him.  It  is  a  terrible  truth  that  one  man  who 
violates  any  of  the  great  rules  of  health  may  be  the 
means  of  killing  many  more  of  his  comrades  than  are 
killed  by  the  bullets  of  the  enemy. 

Here  is  a  subject  for  the  direct  personal  attention 
of  every  man  in  the  service.  It  is  as  much  your  military 
duty  to  be  well  and  strong,  as  to  be  skilled  in  the  use 
of  your  arms.  A  sick  man  is  of  no  more  value  in 
campaign  and  battle  than  a  wounded  man,  or  a  prisoner, 
and  he  is  much  more  a  nuisance.  Negligently  or  igno- 
rantly  to  allow  yourself  or  your  men  to  become  sick, 
is  as  disastrous  to  battle  efficiency,  as  to  allow  them 
needlessly  to  be  killed  and  wounded,  or  taken  prisoners. 


136         LEADERSHIP  AND  MILITARY  TRAINING 

When  men  and  leaders  realize  this,  they  will  more 
cheerfully  and  conscientiously  give  heed  to  the  rules 
of  health. 

It  is  therefore  important  that  every  soldier  be 
impressed  with  the  necessity  of  keeping  healthy,  and 
not  only  that  leaders  be  trained  to  guard  the  health  of 
their  men,  but  that  every  man  be  taught  how  to  care 
for  his  own  health,  which  will  include  seeing  to  it  that 
his  comrades  also  observe  the  prescribed  rules  for  this 
purpose. 

Handling  a  Riot. — As  the  disagreeable  duty  of 
being  called  upon  to  quell  a  riot  is  likely  to  come  to 
any  command  at  any  time,  it  is  well  that  you  should 
have  a  clear  understanding  of  the  following  psycho- 
logical truths  that  apply  to  such  situations,  and  of 
how  their  application  should  affect  your  conduct  in 
the  emergency: 

(a)  A  crowd  which  is  to  become  a  mob  is  in  its 
beginnings  cowardly.  Its  individuals  hesitate  at  open 
violation  of  law  and  are  fearful  of  its  consequences. 

(b)  These  individual  wills  are  going  to  merge  into 
the  "crowd  will,"  unreasoning,  impulsive,  led  this  way 
or  that  by  forces  that  might  have  no  power  to  control 
its  members  as  individuals. 

(c)  The  longer  the  crowd  is  together,  the  greater 
its  numbers,  the  more  it  is  harangued  or  otherwise 
dealt  with  as  a  unit,  more  completely  does  this  "crowd 
will"  take  shape  and  gain  in  strength  and  daring. 

(d)  By  temporizing  with  a  crowd  you  merely 
allay  the  individual's  fear  of  consequences  and  aid  in 


PRACTICAL  INSTRUCTION  137 

building  up  a  unit  of  action  which  will  become  the 
unreasoning  mob. 

(e)  In  its  earliest  stages  the  mob  itself  is  cowardly, 
of  necessity  undisciplined  and  with  no  certain  leader 
or  tactics.  Brought  face  to  face  with  the  perfectly 
ordered  and  quiet  discipline  and  force  of  the  military 
it  recognizes  its  own  inferiority  and  is  apprehensive  of 
consequences. 

(/)  If  the  military  shows  uncertainty  or  vacilla- 
tion, attempts  to  temporize  or  treat  with  it  as  equals, 
it  immediately  gains  assurance  and  courage. 

(g)  If  now  the  commanding  officer  of  the  troops 
makes  the  egregious  blunder  of  bluffing  in  any  way, 
for  example,  by  firing  blank  cartridges  or  firing  over 
the  heads  of  the  mob,  the  spirit  of  daring  and  reck- 
lessness will  spring  to  the  fore,  and  lead  to  God  knows 
what  of  bloodshed  and  destruction.  The  moral  weak- 
ness or  the  falsely  conceived  gentleness  and  mercy  of 
the  commanding  officer  will  result  in  ten-fold  suffering. 

(h)  A  crowd  split  into  sections  will  rarely  unite 
again. 

(i)  A  mob  is  especially  subject  to  the  disorganiza- 
tion attendant  upon  losing  its  leader  or  leaders. 

The  fact  that  troops  have  been  called  out  estab- 
lishes the  fact  that  the  time  has  come  for  the  use  of 
force.  The  military  must  represent  this  force,  dignified, 
absolute,  and  without  thought  of  arguing.  They  must 
impress  themselves  upon  the  crowd  as  representing  the 
immutable  power  of  the  law,  solemn,  dignified  and 
unswerving.    The  directions  of  their  commanding  offi- 


138         LEADERSHIP  AND  MILITARY  TRAINING 

cer  must  be  carried  out  promptly  and  without  argument. 
If  a  commanding  officer  of  troops  ordered  a  mob  to 
disperse,  he  fails  utterly  in  his  conception  of  the  dignity 
of  his  office,  and  the  dignity  of  his  troops,  and  of  the 
part  they  are  playing  in  the  government  of  his  State, 
if  he  does  not  employ  such  force  as  to  result  in  prompt 
and  complete  compliance  with  his  orders.  A  few 
deliberate,  conscientious  shots  fired  at  the  very  first 
time  the  mob  fails  to  obey  your  orders,  will  not  only 
save  lives  in  handling  that  particular  mob,  but  will  have 
established  in  the  minds  of  all  the  dignity  and  power 
which  the  military  represents,  and  thereby  will  have 
saved  bloodshed  and  destruction  at  other  points  of 
contact  between  the  troops  and  the  rioters.  It  is  the 
true  humanitarian  who  shows  relentless  severity  at  the 
very  outset.  This  is  the  fundamental  principle  of  deal- 
ing with  mobs. 

Policemen  may  push  and  jostle,  club  and  be  clubbed, 
step  on  toes  and  threaten  to  shoot  without  doing  so; 
but  the  military  descend  absolutely  from  their  true  posi- 
tion of  dignity  and  their  true  function  in  the  law  when 
they  resort  to  such  practices  in  dealing  with  a  mob. 
They  have  been  called  as  a  last  resort  to  defend  the 
majesty  of  the  law,  in  mercy  let  them  do  it  with  dignity, 
severity  and  without  compromise.  Done  in  this  way 
their  tour  will  be  shortened,  lives  and  property  will  be 
saved,  they  will  be  called  less  often  to  this  duty,  and 
the  general  welfare  of  the  community  and  the  State 
will  be  enhanced. 


PRACTICAL  INSTRUCTION  139 

Ceremonies. — With  new  troops  these  may  be  made 
potent  agents  for  arousing  esprit  de  corps  and  morale. 
Occasional  parades  and  particularly  reviews  enable 
the  man  to  see  his  whole  command  working 
smoothly  together,  arousing  a  sense  of  unity  and 
strength,  feelings  of  confidence  and  pride  in  being 
a  member  of  this  big  splendid  machine.  The  martial 
music  of  the  regimental  band,  the  sight  of  the 
national  colors  with  its  dignified  guard,  inspire 
patriotic  emotions  that  put  spirit  into  his  work.  For 
the  whole  regiment  to  march  in  review  past  its 
colonel  to  the  music  of  its  band  is  a  splendid  v^ay 
to  start  the  companies  for  their  drill  grounds  each 
morning. 

During  ceremonies  do  not  make  corrections  in 
the  same  spirit  as  at  drill.  Everyone  from  private  to 
captain  must  conspire  to  make  the  movements  as 
quiet,  smooth,  and  dignified  as  possible.  The  men 
must  exercise  a  self-control  that  will  result  in  abso- 
lute immobility  in  ranks.  A  ceremony  is  really  a 
test  of  company  discipline  and  drill  efficiency,  and 
generally  brings  out  some  failure  which  should  be 
the  subject  for  correction  at  the  next  drill. 

Other  Subjects. — The  limits  of  this  book  prevent 
detailed  discussion  of  further  subjects.  Patrolling  and 
scouting  demands  a  whole  chapter  of  vital  suggestions ; 
its  spirit  has  been  discussed  under  Discipline  above. 
But  here  is  one  important  consideration :  While  patrols 
seeking  information  generally  proceed  cautiously,  de- 
pending on  concealment  for  security  and  successful 


140  LEADERSHIP  AND  MILITARY  TRAINING 

accomplishment  of  their  mission,  patrols  sent  from 
covering  detachments  on  the  march  must  proceed 
boldly,  exposing  themselves,  sacrificing  themselves  if 
necessary,  concerned  only  in  getting  the  information 
quickly  and  surely,  and  transmitting  it  to  their  com- 
mander in  time  to  save  the  situation. 

Training  in  the  verbal  transmission  of  orders  and 
messages  is  vital.  Messengers  are  used  in  this  war 
more  than  ever  before.  This  service  requires  high 
qualities  of  daring  and  intelligence,  and  the  success  of 
any  operation  will  depend  on  its  excellence.  "Passing 
the  word"  quietly  and  surely  along  the  line  or  column 
is  essential  training  for  night  work  and  in  the  fire 
trenches.  It  is  astonishing  how  without  careful  train- 
ing even  a  simple  message  will  be  changed  in  verbal 
transmission. 

Another  chapter  could  be  given  to  suggestions  for 
learning  how  to  shoot  accurately.  The  American  sol- 
dier is  no  longer  a  ^'natural  shot,"  as  in  the  days  when 
every  lad  had  a  squirrel  gun,  and  found  his  greatest 
delight  in  hunting,  while  his  father's  rifle  was  perhaps 
necessary  to  his  existence  But  as  an  army  we  hold 
the  highest  standard  in  individual  marksmanship.  Our 
officers  have  developed  a  system  of  training  which  re- 
sults in  a  high  degree  of  individual  skill,  and  the  Ameri- 
can soldier  is  expected  to  have  so  trained  himself  as  to 
have  not  only  the  cool  nerve  but  the  actual  ability  to 
lie  on  the  firing  line  and  make  bulls'  eyes  on  the  indi- 
vidual persons  of  the  enemy. 

As  for  entrenching,  cover,  concealment  in  this 


PRACTICAL  INSTRUCTION  141 

war  of  positions,  it  is  enough  to  say  that  here  you 
will  find  full  play  for  ingenuity  and  ceaseless  work. 
You  can  never  make  your  trenches  too  good,  and  by 
keeping  hard  at  work  you  may  keep  cheerful  rather 
than  anxious  and  enjoy  your  meals  more  thoroughly. 
And  remember  always  that  needless  exposure  to  the 
enemy's  view  not  only  may  cost  you  your  life,  but  is 
likely  to  draw  a  heavy  fire  upon  your  comrades.  So  do 
not  be  foolhardy,  no  matter  what  the  temptation. 

Training  in  bayonet  combat  particularly  is  to  give 
you  the  aggressive  spirit  for  the  successful  individual 
encounter.  For  those  natures  which  lack  this  quality, 
a  few  rounds  of  boxing  are  helpful.  Stinging  blows  in 
the  face  cannot  make  you  as  mad  as  you  will  need  to 
be  to  meet  successfully  the  present  methods  of  fighting 
introduced  by  the  enemy. 

And  so  with  training  in  all  subjects,  marching, 
security,  camping,  sketching,  care  of  arms  and  equip- 
ment, whichever  is  at  hand,  each  has  its  human  equa- 
tion, and  can  be  made  interesting  and  vital  to  the  sol- 
dier if  the  instructor  will  see  it  in  this  light,  and  take 
pains  to  put  it  to  his  men  accordingly.  And  let  him 
keep  in  mind  as  the  fundamental  principle  for  all 
training  that  its  purpose  is  to  prepare  for  the  attack. 
This  must  be  the  underlying  spirit  for  every  step  of  the 
whole  process  of  training — aggressiveness. 


TRAINING  SCHEDULES 

The  efforts  of  the  best  drill  instructor  may  be 
thwarted  by  enforced  adherence  to  a  stupid  schedule. 
I  have  actually  seen  four  solid  hours  spent  daily  on 
certain  paragraphs  of  the  School  of  the  Soldier, 
with  no  variety  possible. — Result,  stupidity,  mental 
and  physical.  It  requires  much  thought,  a  consid- 
eration of  the  psychology  of  training,  and  reference 
to  all  the  training  manuals,  to  make  up  a  proper 
daily  schedule. 

The  most  important  guiding  principle  for  the 
schedule  will  be  to  be  sure  that  it  offers  variety. 
Plan  to  teach  a  little  of  many  different  kinds  of 
things  each  day,  the  period  for  each  being  short. 
A  platoon  may  be  instructed  by  squad  in  two,  three, 
or  four  different  kinds  of  things  at  the  same  time, 
the  squads  alternating.  In  this  the  instructors  may 
often  best  not  change,  to  allow  that  certain  ones 
shall  specialize  as  instructors  in  certain  subjects. 
This  also  admits  using  limited  equipment  to  full 
advantage,  with  fewer  men  standing  about  idle. 
The  training  manuals  of  to-day  offer  a  tremendous 
variety  of  vital  subjects,  and  are  full  of  examples 
of  how  to  give  practical  instruction  in  numberless 
necessary  exercises.  Explanatory  talks  are  essen- 
tial parts  of  the  first  day's  training ;  military  games 
are  of  great  value.  There  is  an  abundance  of  avail- 
able material  at  hand,  and  no  excuse  for  the  long  drill 
142 


,  TRAINING^  SCHEDULES  143 

periods  prescribed  ever  becoming  boresome  to  these 
young  soldiers   anxious  to  learn. 

Another  guiding  principle  for  making  the  sched- 
ule is  the  fact  that  repetition  is  better  for  acquiring 
perfection  than  is  great  effort.  A  little  of  the  same 
thing  repeated  at  different  times  is  the  surest  way 
to  learn  it  thoroughly.  The  doing  of  difficult  things 
with  ease  and  precision  is  more  the  result  of  doing 
them  over  and  over  on  different  occasions,  than  of 
putting  forth  great  effort  at  any  one  time.  This  has 
direct  application  in  drills,  and  must  be  considered 
in  making  the  schedule.  It  is  invaluable  in  learning 
to  shoot.  Lack  of  time  prevents  taking  full  advan- 
tage of  it,  yet  much  may  be  done  by  spreading  the 
preliminary  exercises  over  all  the  time  available. 


CONCLUSION 

It  is  hoped  that  what  has  been  said  will  bring  home 
to  each  leader  in  his  own  grade  a  clearer  appreciation 
of  what  is  needed  in  each  kind  of  drill  and  training, 
that  he  will  have  caught  something  of  the  human  spirit 
of  each,  and  will  find  himself  better  able  to  attain  its 
particular  object.    Let  him  remember: 

That  we  are  attempting  to  accomplish  in  a  short 
period,  the  equivalent  of  two  years'  solid  training. 

That  this  system  demands  our  using  the  intelligence 
of  the  men,  in  requiring  a  large  degree  of  self-instruc- 
tion; and  our  depending  on  punch,  and  speed,  and 
clever  direction,  to  develop  the  fighting  qualities,  rather 
than  on  old-time  peace  methods  of  long-continued  drill. 

That  the  training  is  to  make  resourceful  self-reliant 
men,  rather  than  automatons,  and  must  therefore  in- 
clude much  practical  work  in  actual  conditions. 

That  the  close  order  drill  therefore  becomes  little 
more  than  a  sharp  practice  of  well-known  movements 
for  developing  discipline,  in  which  the  instructor  is  the 
ruthless  infallible  coach. 

Catch  the  spirit  of  these  various  drills.  Appreciate 
their  relative  values,  and  their  great  need.  You  know 
how  short  is  your  time  for  training,  see  that  none  is 
wasted.  Occupy  every  minute,  and  you  will  still  de- 
spair of  doing  one-half  enough.  Keep  ahead  of  your 
men,  and  sustain  their  enthusiasm  with  work  that  is 
144 


CONCLUSION  145 

full  of  punch  and  go,  if  you  have  to  sit  up  all  night 
preparing  for  it. 

You  will  make  mistakes.  The  best  of  us  do.  But 
you  will  not  make  the  same  mistake  twice.  And  thus 
you  will  see  yourself  grow,  and  your  men  grow.  You 
will  see  your  organization  gaining  in  esprit  and 
attaining  a  reputation  for  excellence.  You  will  be 
proud  of  your  company,  and  proud  of  your  captain. 
You  will  delight  in  the  service,  and  really  enjoy  the 
details  of  drill  and  instruction.  Till  finally  with  what 
confidence  in  yourself  and  your  fellows,  with  what  a 
morale,  you  may  go  to  war ! 


10 


RULES  FOR  CONDUCT 

1.  The  following  paragraphs,  based  on  Regula- 
tions U.  S.  Army,  cover  the  points  which  all  mili- 
tary men  should  know,  for  their  proper  government 
v^hile  in  the  service.  Beyond  these,  the  Army  Regu- 
lations is  a  book  of  reference,  to  which  you  should 
always  go  for  guidance  before  taking  any  unfamiliar 
step  in  military  administration. 

2.  Your  attention  is  called  particularly  to  the  para- 
graphs relating  to  the  care  of  public  property  in 
your  hands.  The  squad  leaders  must  be  made  to 
appreciate  their  responsibilities  in  this  connection, 
and  they  must  make  it  a  personal  matter  to  see  that 
each  man  who  joins  their  squad  is  duly  impressed 
.with  the  seriousness  of  his  individual  responsibility 
for  the  proper  preservation  and  return  in  good  con- 
dition of  all  and  any  government  property  in  his 
hands.  Let  this  be  taken  up  so  thoroughly  that  your 
organization  may  never  be  criticized  for  carelessness 
in  this  matter. 

3.  A  member  of  the  military  forces  owes  the 
State,  two-fold  duties,  as  a  citizen  and  as  a  soldier. 
Of  these  duties  neither  conflicts  with  the  other,  and 
conscientious  performance  of  his  duties  as  a  soldier 
makes  him  a  more  valuable  citizen. 

4.  An  officer  and  an  enlisted  man  of  the  military 
forces  is  subject  to  Military  Law,  the  Regulations, 
and  orders  issued  by  proper  authority,  at  all  times 
>vhether  on  duty  or  not. 

146 


RULES  FOR  CONDUCT  147 

5.  "All  persons  in  the  military  service  shall  obey- 
strictly  and  execute  promptly  the  lawful  orders  of 
their  superiors."  The  question  as  to  whether  the 
order  is  lawful  or  not  cannot  be  made  a  matter  for 
discussion  or  decision  each  time  an  order  is  received. 
This  would  furnish  a  plea  to  the  captious  and  muti- 
nous to  justify  their  insubordination.  The  con- 
trolling principle  is  that  unless  an  order  be  so  mani- 
festly against  law  that  the  question  does  not  admit 
a  dispute  the  order  must  be  obeyed,  and  subsequently 
such  redress  may  be  sought  as  the  law  allows.  If  its 
legality  is  questioned  before  obedience,  error  of  judg- 
ment would  be  no  defense  for  its  disobedience. 

6.  "Superiors  should  not  censure  their  subordi- 
nate officers  in  the  presence  of  other  persons,  and 
shall  sustain  their  officers  and  noncommissioned  offi- 
cers whenever  possible." 

7.  "Superiors  shall  not  injure  those  under  their 
authority  by  tyrannical  or  capricious  conduct,  or  by 
abusive  language."  Such  conduct  or  language  is 
cowardly,  since  the  recipient  is  in  c  position  that 
makes  retaliation  impossible.  It  is  furthermore  quite 
out  of  keeping  with  the  spirit  of  our  service. 

8.  Military  authority  shall  be  exercised  with  firm- 
ness, kindness,  and  justice.  Punishments  shall  con- 
form to  law  and  follow  offenses  as  promptly  as  cir- 
cmnstances  permit. 

9.  Courtesy  among  military  men  is  indispensable 
to  discipline ;  respect  to  superiors  shall  not  be  con- 
fined to  obedience  on  duty,  but  shall  be  extended  on 


148  LEADERSHIP  AND  MILITARY  TRAINING 

all  occasions.  Familiarity  between  officers  and  enlisted 
men,  and  between  noncommissioned  officers  and 
privates,  is  inadmissible  when  on  duty.  Perfect  civil- 
ity is  compatible  with  the  exercise  of  the  strictest 
command. 

10.  Deliberations,  discussions,  statements  or  re- 
marks, with  respect  to  military  matters,  whether 
oral,  written  or  printed,  by  officers  or  enlisted  men, 
criticizing  or  reflecting  upon  others  in  the  mihtary 
service,  are  prohibited. 

11.  Communications  and  reports  with  respect  to 
military  matters,  by  officers  and  enlisted  men,  shall 
not  be  made  public  without  the  authority  of  the 
officer  to  whom  they  are  rendered,  or  superior  author- 
ity, and  then  only  so  much  thereof  as  shall  be  ex- 
pressly authorized. 

12.  Officers  and  enlisted  men  shall  not  seek  legis- 
lation on  military  matters,  or  preference  for  them- 
selves, except  through  the  proper  military  authorities. 

13.  An  officer  or  enlisted  man,  who  feels  ag- 
grieved, may  apply  for  redress  to  or  through  his 
immediate  commanding  officer.  Commanding  offi- 
cers shall  entertain  such  request,  promptly  make 
full  inquiry  into  the  matter,  and,  where  necessary, 
forward  the  result  of  the  inquiry  to  next  superior 
headquarters. 

14.  The  functions  assigned  to  an  officer  by  title 
of  office  devolve  upon  the  officer  acting  in  his  place, 
except  when  otherwise  specified.  An  officer  in  tem- 
porary command  shall  not,  except  in  urgent  cases, 


RULES  FOR  CONDUCT  149 

alter  or  annul  the  standing  orders  of  the  permanent 
commander,  without  authority  from  the  next  higher 
commander. 

15.  In  the  field,  in  the  absence  of  a  commander, 
the  next  in  rank  exercises  the  command  on  his  own 
initiative.  The  custom  of  the  service  requires  that 
in  all  routine,  discipline,  etc.,  the  temporary  com- 
mander should  generally  carry  out  the  policies  of 
the  permanent  commander.  In  the  emergencies  of 
the  battlefield,  however,  the  temporary  commander 
would  use  his  own  best  judgment  as  though  he  were 
the  permanent  commander. 

16.  An  officer  who  succeeds  to  any  command  of 
duty  stands,  in  regard  to  his  duties,  in  the  same 
situation  as  his  predecessor.  The  officer  relieved 
shall  turn  over  to  his  successor  all  orders  in  force 
at  the  time,  and  all  the  public  property  and  funds 
pertaining  to  his  command  or  duty,  and  shall  receive 
therefor  duplicate  receipts  showing  the  condition  of 
each  article. 

17.  Whenever  different  organizations  happen  to 
join  or  do  duty  together,  the  officer  of  the  line  high- 
est in  rank,  present  and  on  duty,  commands  the 
whole. 

18.  An  officer  placed  in  command  of  a  post,  de- 
tachment, guard  or  separate  force,  shall  not  surren- 
der his  command  to  another  officer  unless  regularly 
relieved,  except  in  case  of  sickness  or  inability  to 
perform  his  duty,  when  the  senior  officer  present 
entitled  to  command  will  succeed  to  the  command. 


150  LEADERSHIP  AND  MILITARY  TRAINING 

19.  An  officer  of  the  medical  department  cannot 
exercise  command,  except  in  his  own  department; 
but  any  staff  officer,  by  virtue  of  his  commission, 
may  like  other  commissioned  officers  command  all 
enlisted  men. 

20.  When  a  commanding  officer  leaves  his  station 
or  command,  he  shall  notify  his  immediate  superior 
and  the  subordinate  officer  next  in  command  of  the 
fact,  and  of  the  probable  duration  of  his  absence. 

21.  When  orders  requiring  immediate  action  are 
received,  or  the  preservation  of  discipline  requires 
immediate  action,  the  senior  officer  present  entitled 
to  command  shall  assume  command  and  issue  the 
necessary  orders  and  transmit  forthwith  to  the  per- 
manent commander  notice  of  the  orders  received 
and  issued. 

22.  An  officer  called  temporarily  to  a  higher  com- 
mand shall  notify  his  immediate  superior  and  the 
subordinate  officer  next  in  command  and  the  latter 
shall  thereupon  assume  command. 

23.  To  test  the  capacity  of  privates  for  the  duties 
of  noncommissioned  officers  and  to  give  them  pre- 
liminary training  therein,  the  company  commander 
may  appoint  lance  corporals.  They  shall  be  obeyed 
and  respected  as  corporals.  Regulations  allow  one 
lance  corporal  to  each  company,  and  in  addition  one 
for  each  vacancy  in  the  noncommissioned  grade,  and 
one  to  replace  each  noncommissioned  officer  on  ex- 
tended absence.  Captains  should  take  full  advan- 
tage of  this  power  of  appointment,  not  only  to  try 


RULES  FOR  CONDUCT  151 

men  out,  but  to  stimulate  ambition.  Where  he  may- 
have  but  one  or  two,  he  may  do  well  to  make  frequent 
changes,  establishing  the  fact  that  men  may  be 
returned  to  the  ranks  without  prejudice,  by  perhaps 
selecting  such  an  one  for  appointment  to  corporal. 

24.  A  noncommissioned  officer  on  his  appointment 
receives  a  warrant.  He  may  then  be  reduced  to  the 
ranks  only  by  sentence  of  a  court-martial,  by  his  own 
resignation,  or  by  order  of  the  authority  which  war- 
ranted him.  The  order  for  his  reduction  should 
state  the  reason  therefor,  and  the  date  on  which  it 
is  effective.  When  reduced,  they  return  to  duty  as 
privates;  except  those  who  have  been  enlisted  as 
noncommissioned  officers,  who  are  discharged, 

25.  The  commanding  officer  of  a  company  is  re- 
sponsible for  its  appearance,  discipline,  drill,  and  effi- 
ciency; for  the  care  and  preservation  of  its  equip- 
ment; for  the  proper  performance  of  duties  con- 
nected with  its  subsistence,  pay,  clothing,  accounts, 
reports,  and  returns,  and  for  the  practical  and  theo- 
retical instruction  of  his  officers  and  noncommis- 
sioned officers. 

26.  In  the  absence  of  its  captain,  the  command 
of  a  company  devolves  upon  the  subaltern  next  in 
rank  who  is  serving  with  it,  unless  otherwise  specially 
directed.  If  no  officer  be  present,  the  regimental 
commander  assigns  some  officer  to  command  it. 

27.  Captains  should  require  their  lieutenants  to 
assist  in  the  performance  of  all  company  duties,  in- 


152         LEADERSHIP  AND  MILITARY  TRAINING 

eluding  the  keeping  of  records  and  the  preparation  of 
reports  and  returns. 

28.  The  company  commander  should  cause  the 
enlisted  men  of  the  company  to  be  numbered  and 
divided  into  squads,  each  under  the  charge  of  a 
noncommissioned  officer.  As  far  as  practicable  the 
men  of  each  squad  will  be  quartered  together. 

29.  The  company  commander  shall  supervise  the 
cooking  for  and  messing  of  his  men.  He  should 
provide  and  keep  in  the  kitchen  at  least  two  copies 
of  the  Manual  for  Army  Cooks.  One  officer  should 
inspect  the  food  and  its  issue  at  each  meal,  and  the 
kitchens  and  utensils  at  a  reasonable  time  after  each 
meal. 

The  company  commander  shall  cause  suitable 
men  in  sufficient  number  to  be  fully  instructed  in 
managing  and  cooking  the  ration  and  shall  see  that 
necessary  utensils  and  implements  for  cooking  and 
field  mess  furniture  are  always  on  hand. 

30.  Kitchens  will  be  placed  under  the  immediate 
charge  of  noncommissioned  officers,  who  will  be 
held  responsible  for  their  condition,  and  for  the 
proper  use  of  rations.  No  one  will  be  allowed  to 
visit  or  remain  in  the  kitchen,  except  those  who  go 
there  on  duty,  or  are  employed  therein.  The  great- 
est care  will  be  observed  in  cleaning  and  scouring 
cooking  utensils. 

31.  Noncommissioned  officers  shall  be  carefully 
selected  and  instructed,  and  always  supported  by 
company  commanders  in  the  proper  performance  of 


RULES  FOR  CONDUCT  163 

their  duties.  They  shall  not  be  detailed  for  any  duty 
inconsistent  with  their  rank  and  position.  Officers 
shall  be  cautious  in  reproving  them  in  the  presence 
or  hearing  of  private  soldiers. 

32.  Noncommissioned  officers  shall  be  examples 
of  neatness,  cleanliness  and  soldierly  conduct.  They 
shall  be  respected  and  implicitly  obeyed  by  sub- 
ordinates. 

33.  Chiefs  of  squads  shall  be  held  responsible  for 
the  cleanliness  of  their  men.  They  shall  see  that 
those  who  are  to  go  on  duty  put  their  arms,  accoutre- 
ments and  clothing  in  the  best  order,  and  that  such 
as  have  passes  leave  the  post  in  proper  dress. 

34.  Company  commanders  shall  see  that  all  pub- 
lic property  in  the  possession  of  enlisted  men  is  kept 
in  good  order,  and  that  missing  or  damaged  articles 
are  duly  accounted  for. 

35.  Strict  attention  shall  be  paid  by  enlisted  men 
to  the  policing  of  their  quarters  or  tents.  They  must 
keep  their  persons  clean,  and  be  neat  in  appearance. 
The  hair  shall  be  kept  short,  and  the  beard  neatly 
trimmed. 

36.  Each  company,  for  the  purposes  of  adminis- 
tration and  control,  shall  be  divided  into  squads  in 
charge  of  noncommissioned  officers. 

37.  Each  noncommissioned  officer  should  always 
keep  himself  intimately  informed  as  to  the  men  under 
his  immediate  command  and  be  ready  to  report 
absentees  at  any  formation  without  the  delay  of  a 


164         LEADERSHIP  AND  MILITARY  TRAINING 

squad  roll  call,  or  to  desginate  his  best  man  for  any- 
particular  job. 

3S.  No  officer  or  enlisted  man  shall  wear  parts 
of  civilian  dress  with  parts  of  the  uniform,  but  shall 
\v^ear  civilian  dress  entirely,  or  uniform  complete  as 
prescribed. 

39.  A  civil  employee  or  servant  shall  not  be  per- 
mitted to  wear  any  article  of  uniform  of  the  kind 
or  pattern  described  for  issue  to  troops. 

40.  Enlisted  men  shall  not  take  their  arms  apart 
except  by  permission  of  a  commissioned  officer  under 
proper  supervision,  and  only  in  the  manner  pre- 
scribed. The  polishing  of  blued  or  browned  parts  of 
small  arms,  reblueing  or  rebrowning,  putting  any 
portion  of  an  arm  in  a  fire,  or  removing  a  receiver 
from  a  barrel,  is  prohibited.  The  mutilation  of  any 
part  by  fiHng  or  otherwise,  and  attempts  to  beautify 
or  change  the  finish,  are  prohibited.  Pieces  shall 
be  unloaded  before  being  taken  to  quarters  or  tents, 
and  as  soon  as  the  men  using  them  are  relieved  from 
duty,  unless  otherwise  ordered.  The  use  of  tompions 
in  small  arms  is  forbidden.  The  prohibition  in  this 
paragraph  of  attempts  to  beautify  or  change  the 
finish  of  arms  in  the  hands  of  enlisted  men  is  not 
construed  as  forbidding  the  application  of  raw  lin- 
seed oil  to  the  wood  parts  of  the  arms.  This  oil  is 
considered  necessary  for  the  preservation  of  the 
wood,  and  it  may  be  used  for  such  polishing  as  can 
be  given  by  rubbing  in  one  or  more  coats  when  neces- 
sary.  The  use  of  raw  linseed  oil  only  shall  be  allowed 


RULES  FOR  CONDUCT  165 

for  redressing,  and  the  application  for  such  purpose 
of  any  kind  of  wax  or  varnish,  including  heelball, 
is  strictly  prohibited. 

Pistols  shall  be  kept  in  cases  if  possible,  other- 
>vise  in  holsters,  each  marked  with  the  number  of 
the  enlisted  man. 

Sabres  shall  be  kept  free  from  rust,  slightly  oiled, 
and  always  in  their  scabbards. 

41.  It  is  forbidden  to  use  any  dressing  or  polish- 
ing material  on  the  leather  accoutrements  or  equip- 
ments of  an  enlisted  man,  horse  equipments  or 
harness,  except  the  preparations  approved  by  the 
Ordnance  Department,  U.  S.  A.,  for  that  purpose. 

42.  In  quarters,  or  anywhere  indoors,  soldiers  are 
supposed  to  be  uncovered  as  they  would  be  in  their 
civilian  homes. 

43.  Coming  indoors  an  officer  or  enlisted  man 
uncovers,  if  unarmed;  if  armed  or  on  armed  duty 
he  does  not  uncover. 

44.  A  roster  is  a  list  of  officers  or  men  for  duty,  with 
a  record  of  the  duty  performed  by  each.  Generally 
details  for  duty  are  so  made  that  the  one  longest  off 
is  the  first  for  detail.  Details  so  made  are  said  to 
be  made  by  roster. 

45.  All  details  for  duty  shall  be  made  by  roster 
to  insure  an  equal  distribution  of  the  duties  among 
those  liable  to  such  details. 

46.  In  addition  to  the  company  roster  there 
should  be  kept  by  the  first  sergeant,  the  sergeants 
and  corporals,  a  pocket  roster  to  be  used  to  call  the 


156  LEADERSHIP  AND  MILITARY  TRAINING 

roll  when  necessary,  and  to  make  details  suddenly 
called  for  when  the  official  roster  at  the  moment  is 
not  obtainable.  This  roster  shows  the  names  and 
grades  of  the  men  of  the  company  with  columns  to 
the  right  to  mark  in  pencil  the  duties  they  are  on  or 
the  cause  of  authorized  absence.  The  first  sergeant 
when  not  calling  the  roll,  but  receiving  the  reports 
of  the  corporals,  should  have  a  list  of  those  author- 
ized to  be  absent,  comparing  it,  as  the  reports  are 
made,  with  the  latter,  so  as  to  be  able  to  report  as 
absent  only  those  without  authority.  The  roster  to 
be  kept  by  sergeants  and  corporals  should  contain 
the  information  necessary  to  enable  them  to  warn 
men  for  duty  and  to  account  for  them. 

47.  All  details  for  service  in  garrison  and  in  the 
field,  except  the  authorized  special  and  extra-duty 
details,  shall  be  by  roster;  but  officers  or  enlisted 
men  when  detailed  must  serve  whether  a  roster  be 
kept  or  not. 

48.  An  officer  or  enlisted  man  returning  from 
leave  of  absence  or  furlough,  or  from  arrest  to  duty, 
if  he  has  missed  a  tour  of  duty  becomes  the  first  for 
detail,  otherwise  he  takes  his  regular  turn. 

Returned  to  duty  from  detached  service,  extra  or 
special  duty,  he  goes  to  the  foot  of  the  roster. 

Upon  his  return,  no  matter  what  the  occasion 
of  his  absence,  each  officer  or  man  must  report  his 
return  to  his  immediate  commanding  officer. 

49.  When  an  officer  has  been  detailed  and  is  not 
present  or  available  at  the  hour  of  marching,  the 


RULES  FOR  CONDUCT  157 

next  after  him  takes  the  duty.  When  an  outpost  has 
passed  the  chain  of  sentinels,  or  an  interior  guard 
has  reached  its  post,  the  officer  whose  tour  it  was 
cannot  take  it,  unless  so  ordered  by  the  commanding 
officer. 

50.  Duties  of  the  first  class  are  credited  on  the 
roster  when  the  guards  or  detachments  have  passed 
the  chain  of  sentinels  or  an  interior  guard  has  reached 
its  post ;  other  duties,  when  the  parties  have  entered 
upon  their  performance. 

51.  When  detachments  meet,  the  command  shall 
be  regulated  while  they  serve  together,  as  if  they 
formed  one  command,  but  the  senior  officer  cannot 
prevent  the  commander  of  any  detachment  from 
moving  when  he  thinks  proper  to  execute  the  orders 
he  has  received. 

52.  On  the  return  of  a  detachment,  its  commander 
shall  report  to  the  headquarters  from  which  he  received 
his  orders. 

53.  The  purpose  of  sick  call  is  to  determine  for 
the  information  of  the  commanding  officer,  what  men 
of  his  command  are  physically  unable  to  perform 
their  field  duties. 

54.  The  names  of  the  men  desiring  to  attend  sick 
call  are  entered  each  morning  upon  a  sick  report, 
which  is  then  signed  by  a  commissioned  officer  of  the 
organization.  The  names  of  men  who  attended  the 
last  preceding  sick  call  and  were  not  then  marked 
for  duty,  are  copied  on  this  morning's  sick  book, 
and  the  men  themselves  required  to  attend  sick  call. 


158         LEADERSHIP  AND  MILITARY  TRAINING 

The  book  is  then  turned  over  to  a  noncommissioned 
officer  detailed  to  march  the  sick  squad  to  the  sur- 
geon at  sick  call,  where  he  presents  the  sick  report  to 
the  surgeon.  The  surgeon  examines  the  men  as  rapidly 
as  possible  and  enters  his  conclusions  upon  this  sick 
report  which  he  then  signs  and  returns  to  the  non- 
commissioned officer  who  marches  the  sick  back 
to  the  organization  and  turns  the  book  over  to  the 
first  sergeant. 

55.  Military  Correspondence  shall  be  plain  and 
concise ;  statements  shall  be  made  in  such  terms  that 
they  cannot  be  misinterpreted.  Names,  especially 
signatures,  shall  be  written  plainly.  An  official  let- 
ter shall  refer  to  one  subject  only.  Telegrams  shall 
be  followed  by  official  copies  sent  by  first  mail. 

56.  Letter  paper  shall  be  of  uniform  size,  eight 
inches  wide  by  ten  and  one-half  inches  long,  and 
of  sufficient  thickness  that  the  writing  will  not  show 
through.  Official  communications  shall  be  written 
only  upon  one  side  of  the  paper  used.  When  more 
than  one  page  is  required,  additional  sheets  shall  be 
used  numbered  consecutively.  A  margin  of  not  less 
than  one  inch  shall  be  left  clear  on  the  left  of  each 
page. 

57.  All  official  communications,  whether  from  a 
subordinate  to  a  superior  or  vice  versa,  shall  pass 
through  the  intermediate  commanding  officers 
("through  the  channel"),  except  where  specially  pro- 
vided otherwise.  In  cases  of  pressing  necessity,  in 
.which  there  is  not  sufficient  time  for  regular  com- 


RULES  FOR  CONDUCT  159 

munications,  the  necessity  shall  be  stated  and  copies 
forwarded  through  the  channel. 

There  should  be  kept  in  the  orderly  room  of  each 
organization  model  forms  for  the  use  of  the  members 
of  the  organization,  showing  how  communications 
should  be  written,  addressed,  signed,  folded,  and 
forwarded. 

58.  Orders. — '*A  military  order  is  the  expression 
of  the  will  of  a  chief  conveyed  to  subordinates." 
Note  that  the  method  of  expression  is  not  prescribed ; 
the  order  may  be  given  in  writing,  verbally,  by  vis- 
ual signals,  or  in  any  form  that  has  unmistakably 
conveyed  the  will  of  the  chief.  Orders  are  classified 
as  routine  orders  and  field  orders.  Routine  orders 
are  those  used  in  the  ordinary  administration  of  mili- 
tary affairs  and  are  called  general  orders,  special 
orders,  circulars,  and  orders,  according  to  the  cir- 
cmnstances.  Field  orders  are  those  dealing  with 
tactical  and  strategical  operations  incident  to  a  state 
of  war. 

59.  Note  that  "headquarters"  is  the  commander's 
official  residence,  or  place  from  which  his  orders  are 
issued;  and  that  battalions  and  squadrons  are  the 
lowest  organizations  to  have  headquarters. 

60.  Orders  issued  by  commanders  of  battalions 
forming  parts  of  regiments,  by  companies,  or  small 
detachments  are  simply  denominated  "orders,"  and 
are  numbered  in  a  single  series,  beginning  with  the 
year. 

61.  An  order  shall  state  the  source  from  which  it 


160  LEADERSHIP  AND  MILITARY  TRAINING 

emanates,  its  number,  date,  place  of  issue,  and  the 
authority  under  which  issued.  It  may  be  put  in  the 
form  of  a  letter  addressed  to  the  individual  con- 
cerned through  the  proper  channel. 

62.  Details  of  officers  and  enlisted  men  for  guard, 
fatigue  and  outpost  duties  are  orders,  but  are  neither 
general  nor  special,  and  are  entered  in  the  respec- 
tive rosters,  and  not  in  the  order  books. 

63.  Records  and  Returns. — The  records  of  mili- 
tary organizations  are  public  property ;  they  should 
be  carefully  preserved ;  and,  on  the  discontinuance  of 
the  organization,  be  turned  in  at  the  headquarters 
responsible  for  the  organization. 

64.  All  officers  should  acquire  the  knowledge  of 
making  correct  reports  and  returns,  and  of  keeping 
military  books  and  papers  properly;  it  is  the  duty 
of  commanding  officers  to  impart  the  necessary  in- 
struction, and  require  their  subordinates  to  become 
competent  in  this  line  of  duty. 

65.  The  use  of  colored  inks,  in  records  and  corre- 
spondence, except  as  carmine  and  red  ink  is  used 
in  annotation,  ruling  or  compliance  with  specific  in- 
structions issued  on  blank  forms  or  otherwise,  is 
prohibited. 

66.  Any  officer  or  noncommissioned  officer  fall- 
ing into  command  of  an  independent  unit  should 
consult  Regulations,  to  make  sure  that  he  is  keeping 
proper  records  and  making  proper  returns. 

67.  Public  Property. — Any  officer  or  noncommis- 
sioned officer,  becoming  responsible  for  public  prop- 


RULES  FOR  CONDUCT  161 

erty  other  than  his  personal  equipment,  should  con- 
sult Regulations. 

68.  No  arms,  equipment  or  military  property  of 
any  description  shall  be  loaned. 

69.  Officers  and  enlisted  men  are  responsible  for 
the  care  and  preservation  of  all  public  property  in- 
trusted to  their  charge,  or  which  may  come  by  any 
means  into  their  keeping  or  possession,  and  shall 
turn  it  over  to  the  proper  officer. 

70.  It  is  the  duty  of  all  officers  and  enlisted  men, 
at  all  times,  to  take  the  necessary  measures  to  pre- 
serve public  property  intrusted  to  their  care  in  good 
order  and  serviceable  condition;  and  they  are  per- 
sonally responsible  for  any  loss  or  damage  due  to 
neglect  of  this  duty. 

71.  The  officer  in  temporary  or  permanent  com- 
mand of  a  company  or  detachment  shall  be  respon- 
sible for  all  public  property  used  by,  or  in  possession 
of,  the  command,  whether  he  receipts  for  it  or  not. 

12.  The  property  responsibility  of  a  company 
commander  cannot  be  transferred  to  enlisted  men. 
It  is  his  duty  to  attend  personally  to  its  security, 
and  to  superintend  issues  himself  or  cause  them  to  be 
superintended  by  a  commissioned  officer. 

7Z.  If  any  article  of  public  property  be  lost  or 
damaged  by  the  neglect  or  fault  of  any  officer  or 
soldier,  he  shall  pay  the  value  thereof,  or  the  cost 
of  repairs,  at  such  rates  as  may  be  determined 
according  to  law. 

74.  On  knowledge  or  receipt  of  information  that 
11 


162         LEADERSHIP  AND  MILITARY  TRAINING 

military  public  property  of,  or  issued  by,  the  gov- 
ernment is  unlawfully  in  the  possession  of  any  per- 
son not  in  the  military  service,  an  officer  or  enlisted 
man  shall  at  once  report  the  fact  to  his  commanding 
officer,  who  shall  promptly  take  necessary  action  to 
recover  the  property. 

75.  In  extreme  emergency,  a  commanding  officer 
is  authorized  to  purchase,  provide  or  arrange  for, 
services  and  materials  that  are  immediately  neces- 
sary to  provide  for  the  care  and  relief  of  the  person-, 
nel,  or  the  protection  of  the  property,  of  his  com- 
mand ;  a  report  of  such  action  containing  a  statement 
of  the  services  and  materials  purchased,  and  the  price 
thereof,  should  be  made  at  once  to  next  higher 
authority. 

16.  Military  Law. — So  far  as  you  are  aflfected  by 
recourse  to  courts  in  the  administration  of  discipline, 
it  is  enough  to  know  that  faithful  performance  of 
duty  and  due  respect  to  authority  and  observance 
of  regulations  will  keep  you  from  being  subject 
thereto. 

77.  If  detailed  to  perform  any  function  there- 
with, you  must  read  up  the  law  covering  your  work, 
to  be  sure  that  you  perform  it  correctly.  Consult  the 
"Manual  of  Court-Martial  Duty." 

78.  As  a  preliminary  step  to  trial  by  court-mar- 
tial officers  and  men  are  "placed  in  arrest,"  and  in 
case  of  serious  offenses  men  are  placed  in  confine- 
ment, which  means  under  guard  at  the  guard  house 
or  tent.    "Arrest"  is  a  temporary  status,  while  await- 


RULES  FOR  CONDUCT  163 

ing  trial.  It  may  not  be  Imposed  as  a  punishment, 
nor  maintained  longer  than  absolutely  necessary  to 
bring  the  man  to  trial. 

79.  Only  commanding  officers  have  power  to 
place  officers  in  arrest,  except  that  in  quelling  "quar- 
rels, frays,  and  disorders,"  any  officer  may  place  in 
arrest  any  other  officer  or  man  participating  therein. 
An  enlisted  man  may  be  placed  in  arrest  by  any 
superior  having  authority  over  him;  who  will  at 
once  report  it  to  the  man's  company  commander. 

80.  An  officer  in  arrest  may  not  exercise  com- 
mand nor  wear  his  sword;  he  remains  at  his  tent 
or  quarters  unless  more  extended  limits  are  granted 
him,  and  communicates  with  his  superiors  only  in 
writing.  On  the  march  both  officers  and  noncom- 
missioned officers  in  arrest  march  in  rear  of  their 
organizations.  An  enlisted  man  in  arrest  performs 
his  work,  and  even  attends  drills,  but  would  not 
be  allowed  to  go  on  guard,  nor  to  absent  himself 
from  the  company  without  special  permission.  Non- 
commissioned officers  are  not  confined  to  the  guard- 
house while  awaiting  trial,  except  in  aggravated 
cases  or  where  escape  is  feared. 

81.  If  called  upon  to  deal  with  any  matter  of  this 
nature,  consult  Army  Regulations,  "arrest  and  con- 
finement," for  guidance.  In  the  matter  of  making 
out  "charges,"  and  bringing  the  man  to  trial,  con- 
sult the  "Manual  of  Court-Martial  Duty,"  as  well 
as  "Regulations." 


RULES  FOR  COURTESY 

1.  Whenever  the  national  anthem  is  played  at 
any  place  where  persons  belonging  to  the  military 
service  are  present,  all  officers  and  enlisted  men  not 
in  formation  shall  stand  at  attention  facing  toward 
the  music  (except  at  retreat,  when  they  face  toward 
the  flag).  If  in  uniform,  covered  or  uncovered,  or 
in  civilian  clothes  covered,  they  shall  salute  at  the 
first  note  of  the  anthem,  retaining  the  position  of 
salute  until  the  last  note  of  the  anthem.  If  not 
in  uniform  and  covered,  they  shall  uncover  at  the 
first  note  of  the  anthem,  holding  the  headdress  oppo- 
site the  left  shoulder  and  so  remain  until  its  close, 
except  that  in  inclement  weather  the  headdress  may 
be  held  slightly  raised. 

2.  Officers  or  enlisted  men  passing  the  uncased 
colors  will  render  the  prescribed  salute;  with  no 
arms  in  hand,  the  salute  will  be  the  hand  salute,  using 
the  right  hand,  the  headdress  not  to  be  removed. 
By  uncased  colors  is  meant  those  that  are  not  in 
their  waterproof  cases.  By  "colors"  is  meant  the 
national  and  regimental  flags  that  are  carried  by 
troops.  In  Army  Regulations  the  word  "colors"  is 
used  in  referring  to  regiments  of  infantry,  battalions 
of  engineers,  and  coast  artillery,  while  "standard" 
refers  to  cavalry  and  field  artillery.  By  "flag"  is 
meant  the  national  emblem  that  waves  from  flag 
poles  and  other  stationary  poles.     It  is  not  saluted. 

164 


RULES  FOR  COURTESY  165 

3.  Salutes  are  rendered  within  such  distances  as 
allow  individuals  and  insignia  of  rank  to  be  readily 
recognized,  about  thirty  paces.  You  would  salute  an 
officer  where  you  would  exchange  greetings  with  a 
casual  acquaintance.  The  soldier  is  "at  attention" 
when  he  salutes;  either  at  a  halt  standing  at  atten- 
tion, or  if  walking,  marching  at  attention.  This  re- 
quires military  bearing,  clothing  properly  adjusted, 
and  forbids  smoking  while  saluting.  If  moving  at  a 
trot  or  double  time,  he  must  first  come  to  the  walk 
or  quick  time.  An  officer  would  continue  at  double 
time  or  the  trot,  but  should  be  saluted  just  the  same. 

4.  An  enlisted  man  without  arms  mounted  or 
dismounted  salutes  with  the  right  hand.  If  officer 
and  soldier  are  approaching  each  other,  the  salute  is 
commenced  when  six  paces  from  the  officer.  If  the 
approach  does  not  continue  to  within  six  paces  the 
salute  is  rendered  at  the  nearest  point.  If  passing 
each  other  in  the  same  direction,  the  salute  is  ren- 
dered just  as  they  pass.  It  is  a  common  fault  to 
begin  the  salute  six  feet  rather  than  six  paces  away. 
Count  your  steps  sometime  and  see  that  you  are 
prompt  enough. 

5.  Where  an  officer  is  recognized,  he  is  saluted 
the  same  whether  in  civilian  clothes  or  uniform.  The 
enlisted  man  may  be  in  uniform  or  in  civilian  clothes. 
The  presence  of  ladies  with  either  party  makes  no 
difference. 

6.  An  enlisted  man  out  of  ranks  armed  with  a 
sabre,  salutes  with  the  sabre  if  drawn,  otherwise 


166  LEADERSHIP  AND  MILITARY  TRAINING 

with  the  hand;  armed  with  the  rifle,  he  makes  the 
prescribed  rifle  salute,  the  rifle  on  either  shoulder. 
jN*If  indoors,  he  salutes  at  the  "order,"  or  if  moving, 
•   aiUheJ^rial."    The  same  regulations  obtain  as  to  dis- 
tances, and  looking  at  the  person  to  be  saluted. 

7.  The  soldier  salutes  with  the  "present  arms" 
only  when  posted  as  a  sentinel.  When  a  mounted 
man,  officer  or  soldier,  wishes  to  address  or  is 
addressed  by  his  military  superior,  he  first  dismounts. 

8.  An  enlisted  man  accompanying  an  officer,  should 
walk  about  two  paces  to  the  officer's  left  and  rear;  if 
riding,  this  distance  is  doubled. 

9.  A  noncommissioned  officer  in  command  of  a  de- 
tachment should  call  them  to  attention  and  himself 
render  the  salute  to  an  officer  as  above  explained  for 
a  single  individual.  If  the  officer  passed  in  rear,  the 
detachment  would  be  brought  to  attention  and  so 
held  until  he  had  passed,  but  no  salute  would  be 
rendered. 

10.  When  an  officer  approaches  a  group  of  en- 
listed men  not  in  ranks,  the  first  one  to  perceive  him 
should  call  "attention"  so  that  all  will  hear,  when 
all  stand  at  attention,  and  at  the  proper  point,  all 
salute.  If  walking  together  the  same  rules  obtain, 
except  that  the  salutes  would  be  rendered  without 
halting.  If  indoors  the  same  rules  obtain  except 
that  if  unarmed  they  uncover  and  that  no  one  salutes 
unless  spoken  to;  if  armed  all  would  salute.  One 
exception  to  this  rule — if  seated  at  meals  the  soldiers 
do  not  rise  at  the  call  "attention,"  but  cease  eating 


RULES  FOR  COURTESY  1(67 

and  remain  sitting  at  attention.  Of  course,  any  in- 
dividual addressed  by  the  officer  would  rise.  By 
"indoors"  is  meant  military  offices,  barracks,  quar- 
ters, and  similar  places — it  does  not  refer  to  store 
houses,  riding  halls,  stables,  post  exchange  buildings, 
hotels,  etc. 

11.  Upon  the  approach  of  an  officer  indoors,  the 
enlisted  man,  if  unarmed,  uncovers  and  stands  at 
attention,  and  does  not  salute.  If  armed  with  a  rifle, 
he  salutes  from  the  position  of  the  order  or  the  trail ; 
if  armed  and  uncovered,  he  should  cover  before  salut- 
ing if  practicable.  A  soldier  with  belt,  side  arms, 
pistol,  sabre,  or  bayonet,  is  considered  armed. 

12.  Whenever  holding  official  conversation  with 
a  superior,  a  soldier  should  stand  strictly  at  attention, 
the  conversation  being  preceded  by  the  military 
salute ;  and  it  is  only  by  strictly  observing  the  posi- 
tion of  attention  that  you  may  be  really  at  ease,  any 
half-way  measures  will  tend  to  make  you  self-con- 
scious and  ill  at  ease.  And  do  not  keep  assuming 
that  the  superior  has  finished  his  remarks  and  thus 
have  to  repeat  your  salute  at  leaving.  It  is  much 
more  military  to  stand  pat  until  he  has  dismissed 
you  with  such  words  as  "that  will  do,"  then  you  may 
make  a  dignified  salute  on  departure. 

13.  The  soldier  actually  at  work  does  not  stop  his 
work  to  render  a  salute,  unless  addressed  by  the 
officer.  Driving  or  riding  in  a  carriage  or  other 
vehicle,  the  soldier  would  salute  as  though  walking, 
but  without  rising. 


168         LEADERSHIP  AND  MILITARY  TRAINING 

14.  In  camp  a  mounted  messenger  should  not 
take  his  horse  up  in  front  of  an  officer's  tent  where 
he  may  soil  the  ground.  Leave  him  tied  or  held  at 
a  little  distance.  Even  when  an  orderly  brings  up  the 
officer's  horse,  he  may  hold  him  a  little  way  off,  until 
the  officer  directs  him  to  come  closer. 

15.  In  holding  the  horse  for  an  officer  to  mount, 
the  orderly  should  invariably  stand  on  the  off  side 
facing  the  horse's  shoulder,  both  reins  held  firmly 
in  the  right  hand  just  behind  the  bit,  the  left  hand 
holding  the  right  stirrup  and  adjusting  it  neatly  to 
the  officer's  foot  as  his  leg  comes  down  in  the  mount. 
If  the  orderly  has  his  own  horse  with  him,  he  must 
hold  that  horse  out  of  the  way  on  the  off  side  of  the 
officer's  horse. 

16.  An  enlisted  man  in  conversation  with  a  mili- 
tary superior  will  properly  use  the  third  person, 
i.e.,  he  will  ask,  does  the  sergeant  intend  so  and  so? 
Not  do  you  intend  so  and  so  ?  Or,  does  the  lieutenant 
want  his  horse?  etc. 

17.  Where  a  verbal  message  is  carried  between 
officers  the  messenger  prefaces  the  message  with 
"The  Adjutant  presents  his  compliments" — The 
commanding  officer,  captain  so  and  so,  whoever 
sends  it,  "presents  his  compliments,  and  directs, 
asks,  says,  requests,  etc.,"  followed  by  the  message. 

18.  To  report  for  duty  as  orderly,  the  man  pro- 
ceeds to  the  officer  to  whom  detailed,  stands  at 
attention  before  him  and  when  the  officer  gives  him 
opportunity  salutes  and  reports  in  these  words,  "gir, 


RULES  FOR  COURTESY  169 

Private  Smith,  Company  I,  10th  Infantry,  reports 
as  orderly." 

19.  At  all  times  and  places  outside  his  quarters  an 
enlisted  man  should  be  neat  and  orderly  in  his 
appearance.  His  hat  and  clothing  should  be  prop- 
erly adjusted,  and  buttoned  up.  Even  fatigue  uni- 
form should  be  properly  worn.  In  the  field  in  hot 
weather,  it  is  allowable  in  ordinary  circumstances 
to  have  the  top  button  of  the  shirt  unbuttoned — 
but  never  the  shirt  sleeves  rolled  up.  At  formations, 
such  as  retreat,  everything  should  be  the  neatest 
possible.  There  is  something  wrong  with  the 
organization  whose  members  are  habitually  indif- 
ferent to  their  soldierly  appearance. 

20.  Every  one  should  know  the  various  insignia 
worn  by  officers  to  indicate  their  grade. 

They  are  found  on  the  collar  of  the  O.  D.  shirt, 
on  the  shoulder  straps  and  loops  of  coats,  and  on 
sleeves  of  overcoats,  and  are  as  follows  on  the  col- 
lars and  shoulders : 

Major  General — two  stars. 

Brigadier  General — one  star. 

Colonel — eagle. 

Lieutenant  Colonel — oak  leaf,  silver. 

Major — oak  leaf,  gold. 

Captain — two  silver  bars. 

First  Lieutenant — one  silver  bar. 

On  overcoat  and  full  dress  coat  sleeves  a  knot 
of  three  loops  of  braid  for  officers  below  the  grade 
of  general. 


170         LEADERSHIP  AND  MILITARY  TRAINING 

Colonel — the  knot  contains  five  rows  of  braid. 

Lieutenant  Colonel — four  rows. 

Major — three  rows. 

Captain — two  rows. 

First  Lieutenant — one  row. 

2L  No  honors  are  paid  by  troops  when  on  the 
march,  in  trenches  or  on  outpost,  except  that  they 
may  be  called  to  attention. 

No  salute  is  rendered  when  marching  in  double 
time. 

Arms  are  not  presented  by  troops  except  in  the 
ceremonies. 

The  commander  of  a  body  of  troops  salutes  all 
general  officers  and  the  commander  of  his  post,  regi- 
ment, squadron,  or  immediate  organization,  by 
bringing  his  command  to  attention  and  saluting  in 
person.  He  salutes  all  others  without  bringing  it  to 
attention. 

When  two  officers  exchange  salutes,  each  com- 
manding a  body  of  troops,  the  troops  are  brought 
to  attention  during  the  exchange. 

An  officer  in  command  of  troops  is  saluted  by  all 
junior  officers  and  by  men  out  of  ranks.  He  does  not 
return  these  salutes. 


RULES  FOR  HEALTH 

1,  Catching  or  contagious  diseases  are  the  ones 
mostly  to  be  feared  among  troops.  All  of  them  are 
due  to  germs,  which  are  either  little  animals  or  little 
plants  so  very  small  that  they  can  only  be  seen  by 
the  aid  of  the  microscope.  1,000,000,000  dead  ty- 
phoid germs  are  given  in  the  15  drops  of  the  sec- 
ond and  third  doses  of  typhoid  vaccine.  All  dis- 
eases caused  by  germs  are  "catching."  All  other 
diseases  are  "not  catching." 

There  are  only  five  ways  of  catching  disease : 

(a)  Getting  certain  germs  on  the  body,  or  touch- 
ing some  one  or  something  which  has  them  on  it. 
Thus,  one  may  catch  venereal  diseases,  smallpox, 
measles,  scarlet  fever,  chicken  pox,  mumps,  boils,  lice 
(body),  ringworm,  barbers'  itch,  dhobie  itch,  and 
some  other  diseases.  Wounds  are  infected  in  this 
manner. 

(b)  Breathing  in  certain  germs  which  float  in  the 
air.  In  this  way  one  may  catch  pneumonia,  con- 
sumption, influenza,  diphtheria,  whooping  cough, 
tonsilitis,  spinal  meningitis,  measles,  and  certain 
other  diseases. 

(c)  Taking  certain  germs  in  through  the  mouth, 
in  eating  or  drinking.  Dysentery,  cholera,  typhoid 
fever,  diarrhoea,  and  intestinal  worms,  may  be  caught 
in  this  manner. 

(d)  Having  certain  germs  injected  into  the  body 

171 


172  LEADERSHIP  AND  MILITARY  TRAINING 

by  bites  of  insects,  such  as  mosquitoes,  fleas,  and 
bedbugs.     Malaria,  yellow  fever,  dengue  fever,  and 
bubonic  plague  may  be  caught  in  this  way. 
(e)  Inheriting  the  germ  from  one's  parents. 

2.  Persons  may  have  these  germs  sometimes 
without  apparently  being  sick  with  any  disease. 
Such  persons  and  those  who  are  sick  with  the  dis- 
ease, are  a  great  source  of  danger  to  others  about 
them.  Germs  which  multiply  in  such  persons  are 
found  in  their  urine  and  excretions  from  the  bowels ; 
in  discharges  from  ulcers  and  abscesses ;  in  the  spit 
or  particles  coughed  or  sneezed  into  the  air;  in  the 
perspiration  or  scales  from  the  skin ;  and  in  the  blood 
sucked  up  by  biting  insects. 

3.  Those  who  have  taken  care  of  their  health, 
and  who  have  not  become  weakened  by  bad  habits, 
exposure,  and  fatigue,  are  not  only  less  liable  to 
catch  disease,  but  are  more  apt  to  recover  when 
taken  sick. 

4.  Knowing  all  these  things,  the  soldier  can 
understand  the  reasons  for  the  following  rules  and 
how  important  it  is  that  they  be  carried  out  by  each 
person. 

5.  Stay  away  from  persons  having  "catching" 
diseases. 

6.  If  you  have  any  disease,  do  not  try  to  cure  it 
yourself,  but  go  to  the  surgeon.  Insist  that  your 
comrades  do  likewise. 

7.  Association  with  lewd  women  is  dangerous. 
It  may  result  in  disabling  you  for  life.    It  is  the 


RULES  FOR  HEALTH  173 

cause  of  a  disease  (syphilis)  which  may  be  trans- 
mitted by  a  parent  to  his  children.  Soldiers  .with 
venereal  diseases  should  not  use  basins  or  toilet 
articles  used  by  others,  as  the  germs  of  these  dis- 
eases, if  gotten  into  the  eye,  may  cause  blindness. 
Likewise,  if  they  use  the  same  drinking  cup  used  by 
others,  they  may  give  others  the  disease.  They 
should  promptly  report  their  trouble  to  the  surgeon, 
that  they  may  receive  the  best  medical  advice  and 
attention. 

8.  Cooked  germs  are  dead  and  therefore  harmless. 
Water,  even  when  clear,  may  be  alive  with  deadly 
germs.  Therefore,  when  the  conditions  are  such 
that  the  commanding  officer  orders  all  drinking 
water  to  be  boiled,  be  careful  to  live  up  to  this  order. 

9.  Use  the  latrines  and  do  not  go  elsewhere  to 
relieve  yourself.  In  open  latrines,  cover  your  de- 
posit with  dirt,  as  it  breeds  flies,  and  may  also  be 
full  of  germs. 

10.  Flies  carry  germs  from  one  place  to  another. 
Therefore,  see  that  your  food  and  mess  kit  are  pro- 
tected from  them. 

11.  All  slops  and  scraps  of  food  scattered  about 
camp  soon  produce  bad  odors  and  draw  flies.  There- 
fore, do  your  part  toward  keeping  the  camp  free 
from  disease  by  carefully  depositing  such  refuse  in 
the  pits  or  cans  used  for  this  purpose. 

12.  Urinate  only  in  the  latrines,  or  in  arrange- 
ments provided  for  this  purpose,  never  on  the  ground 
around  camp,  because  it  not  only  causes  bad  smells, 


174  LEADERSHIP  AND  MILITARY  TRAINING 

but  urine  sometimes  contains  germs  of  "catching" 
diseases. 

13.  Soapy  water  thrown  on  the  ground  soon  pro- 
duces bad  odors.  Therefore,  in  camps  of  several 
days*  duration,  this  water  should  be  thrown  in  cov- 
ered pits,  or  in  cans  used  for  this  purpose. 

14.  As  certain  mosquitoes  can  transmit  malaria 
and  yellow  fever,  use  your  mosquito  bar  for  this 
reason,  as  well  as  for  personal  comfort. 

15.  Keep  your  mouth  clean  by  brushing  your 
teeth  once  or  twice  a  day.  It  helps  to  prevent  the 
teeth  from  decaying.  Decayed  teeth  cause  tooth- 
ache. They  also  lead  to  swallowing  food  without 
properly  chewing  it,  and  this  leads  to  stomach  trouble 
of  various  kinds.  Food  left  around  and  between  the 
teeth,  is  bad  for  the  teeth,  and  forms  good  breeding 
places  for  germs. 

16.  Keep  the  skin  clean.  Through  the  pores  of^ 
the  skin  the  body  gets  rid  of  much  waste  and  poison- 
ous matter.  Therefore,  remove  this,  and  keep  the 
pores  open  by  bathing  once  every  day,  if  possible.  If 
water  is  scarce,  rub  the  body  over  with  a  wet  towel. 
If  no  water  is  at  hand,  take  a  dry  rub.  Wash  care- 
fully the  arm  pits,  between  the  legs,  and  under  the 
foreskin,  as  this  will  prevent  chafing. 

17.  The  skin  prevents  the  sensitive  parts  under- 
neath from  injury  and  helps  to  keep  out  germs. 
Therefore,  when  blisters  are  formed  do  not  tear  oflP 
the  skin.  Insert  a  needle  under  the  skin  a  little  dis- 
tance back  from  the  blister,  and  push  it  through 


RULES  FOR  HEALTH  ITS 

to  the  opposite  side.  Press  out  the  liquid  through 
the  holes  thus  formed.  Heat  the  needle  red  hot  first, 
with  a  match  or  candle,  to  kill  the  germs. 

18.  When  the  skin  is  broken  (in  cuts  and 
wounds),  keep  the  opening  covered  with  a  bandage 
to  keep  out  germs  and  dirt ;  otherwise  the  sore  may 
fester.    Pus  is  always  caused  by  germs. 

19.  Take  care  of  your  feet.  A  soldier  cannot 
march  with  sore  feet,  and  marching  is  the  main  part 
of  a  soldier's  duty.  Even  the  cavalrymen  must  be 
able  to  work  on  foot.  The  exigencies  of  service  may 
require  it  at  any  time.  The  Germans  treat  sore  feet 
as  a  military  ofifense,  as  it  is  generally  due  to  care- 
lessness or  neglect  on  the  part  of  the  soldier.  Wash 
and  dry  the  feet  carefully  at  the  end  of  every  day's 
march.  This  removes  the  dirt  and  perspiration  and 
makes  the  skin  healthy.  It  soothes  tired  feet  and 
<yreatly  lessens  the  chances  of  sores  and  chafing.    Do 

ot  wander  about  camp  through  the  grass  bare- 
ooted,  as  the  skin  may  be  scratched  or  the  feet 
bruised,  or  poisonous  weeds  may  be  encountered. 
If  the  skin  is  tender  or  the  feet  perspire  freely,  wash 
with  warm  salt  water  or  alum  water.  For  raw  or 
chafed  spots  use  foot  powder,  which  can  be  obtained 
at  the  hospital.  Grease  or  soap,  or  foot  powder 
applied  to  the  foot  or  the  stocking  before  starting 
on  the  march,  prevents  rubbing.  Cut  the  toe-nails 
square  (fairly  close  in  the  middle,  but  leaving  the 
sides  somewhat  longer),  as  this  prevents  ingrowing 
nails.    If  corns  or  bunions  or  ingrowing  nails  give 


176  LEADERSHIP  AND  MILITARY  TRAINING 

trouble,  or  any  rawness  or  rubbing  causes  pain,  go 
to  the  surgeon  promptly  for  advice.  Do  not  wait 
several  days  till  you  can  no  longer  inarch.  Do  not 
wear  stockings  full  of  holes  if  you  can  possibly  get 
others.  Wear  a  clean  pair  every  day,  washing  them 
at  night  if  necessary.  The  light  woolen  stockings 
issued  by  the  Government  are  probably  the  best  to 
use  even  in  the  summer.  Should  a  hole  or  seam  in 
the  stocking  begin  to  cause  rubbing,  turn  it  inside  out 
or  change  it  to  the  other  foot.  Be  careful  in  drawing 
shoes  to  get  a  good  fit.  Do  not  be  so  foolish  or  green 
as  to  start  out  to  march  wearing  new  shoes  or  the 
light  shoes  ordinarily  used  by  civilians,  or  low  shoes, 
or  patent-leather  shoes.  Keep  the  marching  shoes 
well  oiled  to  keep  them  soft  and  pliable.  If  they  get 
full  of  sand  on  the  march  wash  out  the  inside  on 
reaching  camp  and  then  hang  on  a  couple  of  pegs 
overnight  to  drain.  They  may  feel  cool  and  clammy 
in  the  morning,  bu't  they  will  be  clean  and  soft. 
Never  place  the  shoes  near  a  fire,  or  in  the  sun,  to 
dry,  as  it  makes  them  hard  and  stiff. 

20.  Keep  your  hair  short.  Long  hair  and  a  long 
beard  in  the  field  generally  means  a  dirty  head  and 
a  dirty  face,  and  favors  skin  diseases,  lice,  and 
dandruff. 

Do  not  let  others  spit  on  the  floor  of  your  tent  or 
quarters. 

Be  careful  of  any  discharges  from  the  horse,  nos- 
trils, eyes,  etc.  Always  wash  carefully  after  groom- 
ing, and  before  eating. 


RULES  FOR  HEALTH  177 

21.  Do  not  let  any  part  of  the  body  become 
chilled,  as  this  very  often  is  the  direct  cause  of  diar- 
rhoea, dysentery,  pneumonia,  rheumatism,  and  other 
diseases. 

22.  Wet  clothes  may  be  worn  while  marching  or 
exercising  without  bad  results,  but  there  is  great 
danger  if  one  rests  in  wet  clothing,  as  the  body  may 
become  chilled. 

23.  Do  not  sit  or  lie  or  sleep  directly  on  damp 
ground,  as  this  is  sure  to  chill  the  body. 

24.  When  hot  or  perspiring  or  when  wearing  damp 
clothes,  do  not  remain  where  a  breeze  can  strike  you. 
You  are  sure  to  become  chilled. 

-  25.  Every  day,  if  possible,  hang  your  blanket  and 
clothing  out  to  air  in  the  sun;  shake  or  beat  them 
with  a  small  stick.  Germs  and  vermin  do  not  like 
this  treatment,  but  damp,  musty  clothing  suits  them 
very  well.  Wash  your  shirts,  underwear  and  socks 
frequently.  The  danger  of  blo^d  poisoning  from  a 
wound  is  greatly  increased  if  the  bullet  first  passes 
through  dirty  clothes. 

26.  Always  prepare  your  bed  before  dark.  Level 
off  the  ground  and  scrape  out  a  little  hollow  for  your 
hips.  Get  some  straw  or  dry  grass,  if  possible. 
Green  grass  or  branches  from  trees  are  better  than 
nothing.  Sleep  on  your  poncho.  This  keeps  the 
dampness  from  coming  up  from  the  ground  and 
chilling  the  body.  Every  minute  spent  in  making 
a  good  bed  means  about  an  hour's  good  rest  later  on. 

27.  Avoid  the  food  and  drink  found  for  sale  in 
12 


178         LEADERSHIP  AND  MILITARY  TRAINING 

the  cheap  stands  about  camp.  The  quality  is  gener- 
ally bad,  and  it  is  often  prepared  in  filthy  places  by 
very  dirty  persons. 

Do  not  drink  water  from  any  source  until  it  has 
been  declared  safe  by  the  company  commander.  If 
there  is  any  doubt,  boil  it  twenty  minutes  first.  Keep 
everything  out  of  your  mouth  that  may  be  unclean, 
straws,  toothpicks,  etc. 

28.  The  use  of  intoxicating  liquor  is  particularly 
dangerous  in  the  field.  Its  excessive  use,  even  at 
long  intervals,  breaks  down  one's  system.  Drinking 
men  are  more  apt  to  get  sick,  and  less  liable  to  get 
well,  than  are  their  more  abstemious  comrades.  If 
alcohol  is  taken  at  all,  it  is  best  after  the  work  of 
the  day  is  over.  It  should  never  be  taken  when  the 
body  is  exposed  to  severe  cold,  as  it  diminishes  the 
resistance  of  the  body.  Hot  tea  or  coffee  is  much 
preferable  under  these  circumstances. 

29.  A  Few  First-Aid  Rules. — ^The  bandages  and 
dressings  contained  in  the  first-aid  packet  have  been 
so  treated  as  to  destroy  any  germs  thereon.  There- 
fore, when  dressing  a  wound,  be  careful  not  to  touch 
or  handle,  or  expose  unnecessarily,  that  part  of  the 
dressing  which  is  to  be  applied  to  the  wound. 

30.  A  sick  or  injured  person  should  always  be 
made  to  He  down  on  his  back,  if  practicable,  as  this 
is  the  most  comfortable  position,  and  all  muscles 
may  be  relaxed. 

31.  All  tight  articles  of  clothing  and  equipment 
should  be  loosened  so  as  not  to  interfere  with  breath- 


RULES  FOR  HEALTH  179 

ing  or  the  circulation  of  the  blood.     Belts,  collars, 
and  the  trousers  at  the  waist,  should  be  opened. 

32.  Do  not  let  mere  onlookers  crowd  about  the 
patient.  They  prevent  him  from  getting  fresh  air, 
and  also  make  him  nervous  and  excited. 

33.  In  case  of  injury,  the  heart  action  is  gener- 
ally weak  from  shock,  and  the  body,  therefore,  grows 
somewhat  cold.  So  do  not  remove  any  more  clothing 
than  is  necessary  to  expose  the  injury. 

34.  Cut  or  rip  the  clothing,  but  do  not  pull  it. 
Try  to  disturb  the  patient  as  little  as  possible. 

35.  Do  not  touch  a  wound  with  your  fingers,  or 
a  handkerchief,  or  with  anything  else  but  the  first-aid 
dressing.  Do  not  wash  the  wound  with  water. 
Otherwise  you  may  infect  the  wound. 

36.  Do  not  administer  stimulants  (whisky, 
brandy,  wine,  etc.)  unless  ordered  to  do  so  by  a 
doctor.  While  in  a  few  cases  stimulants  are  of  bene- 
fit, in  a  great  many  cases  they  do  positive  harm,  espe- 
cially where  there  has  been  any  bleeding. 

37.  The  heart  may  be  considered  as  a  pump,  and 
the  arteries  as  a  rubber  hose,  which  carry  the  blood 
from  the  heart  to  every  part  of  the  body.  The  veins 
are  the  hose  which  carry  the  blood  back  to  the  heart. 
Every  wound  bleeds  some,  but,  unless  a  large  artery 
or  a  large  vein  is  cut,  the  bleeding  will  stop  after  a 
short  while  if  the  patient  is  kept  quiet,  and  the  first- 
aid  dressing  is  bound  over  the  wound,  so  as  to  make 
pressure  on  it. 

38.  When  a  large  artery  is  cut  the  blood  gushes 


180  LEADERSHIP  AND  MILITARY  TRAINING 

out  in  spurts  every  time  the  heart  beats.  In  this  case 
it  is  necessary  to  stop  the  flow  of  blood  by  pressing 
upon  the  hose  somewhere  between  the  heart  and 
the  leak. 

39.  If  a  vein  be  cut  the  blood  is  darker  colored 
and  fioms  steadily,  and  the  flow  will  be  stopped  by 
pressing  between  the  cut  and  the  extremity,  that  is 
somewhere  beyond  the  leak  away  from  the  heart. 

40.  This  pressure  may  be  appHed  temporarily  by 
the  thumbs  pressing  through  the  flesh  down  against 
the  bone,  and  thus  closing  the  artery  or  vein. 

41.  Another  way,  and  more  permanent,  is  to 
apply  pressure  by  means  of  a  tourniquet.  Place  a 
pad  of  tightly  rolled  cloth  or  paper,  or  any  suitable 
object,  over  the  artery.  Tie  a  bandage  loosely  about 
the  limb  over  this  pad,  and  then  insert  your  bayonet 
or  a  stick,  and  twist  up  the  bandage  until  the  pressure 
of  the  pad  on  the  artery  stops  the  leak.  Twist  the 
bandage  slowly  and  stop  as  soon  as  the  blood  ceases 
to  flow,  in  order  not  to  bruise  the  flesh  or  muscles 
unnecessarily. 

42.  A  tourniquet  may  cause  pain  and  swelling  of 
the  limb,  and  if  left  too  long  may  cause  the  limb 
to  die.  Therefore,  about  every  half  hour  or  so  loosen 
the  bandage  very  carefully,  but  if  the  bleeding  con- 
tinues, pressure  must  be  applied  again.  In  this  case 
apply  the  pressure  with  the  thumb  for  five  or  ten 
minutes,  as  this  cuts  off  only  the  main  artery  and 
leaves  some  of  the  smaller  arteries  and  the  veins  free 
to  restore  part  of  the  circulation.     When  a  tourni- 


RULES  FOR  HEALTH  181 

quel  is  painful,  it  is  too  tight,  and  should  be  care- 
fully loosened  a  little. 

43.  A  broken  bone  is  called  a  fracture.  The 
great  danger  in  the  case  of  a  fracture  is  that  the 
sharp,  jagged  edges  of  the  bones  may  stick  through 
the  flesh  and  skin,  or  tear  and  bruise  the  arteries, 
veins,  and  muscles.  If  the  skin  is  not  broken,  a 
fracture  is  not  serious,  as  no  germs  can  get  in. 
Therefore,  never  move  a  person  with  a  broken  bone 
until  the  fracture  has  been  so  fixed  that  the  broken 
ends  of  the  bone  cannot  move. 

44.  If  the  leg  or  arm  is  broken,  straighten  the 
limb  gently,  and  if  necessary,  pull  upon  the  end 
firmly  to  get  the  bones  in  place.  Then  bind  the  limb 
firmly  to  a  splint  to  hold  it  in  place.  A  splint  may 
be  made  of  any  straight,  stiff  material — a  shingle 
or  piece  of  board,  a  bayonet,  a  rifle,  a  straight  branch 
of  a  tree,  etc.  Whatever  material  you  use  must  be 
well  padded  on  the  side  next  to  the  limb.  Be  care- 
ful never  to  place  the  bandages  over  the  fracture, 
but  always  above  and  below. 

45.  Many  surgeons  think  that  the  method  of 
binding  a  broken  leg  to  the  well  one,  and  of  binding 
the  arm  to  the  body  is  the  best  plan  in  the  field,  as 
being  the  quickest,  and  one  that  serves  the  immediate 
purpose. 

46.  With  wounds  about  body,  chest  and  abdomen 
you  must  not  meddle,  except  to  protect  them  when 
possible  without  much  handling,  with  materials  of 
the  packet. 


182         LEADERSfflP  AND  MILITARY  TRAINING 

47.  The  symptoms  of  fainting,  shock,  and  heat 
exhaustion  are  very  similar.  The  face  is  pale,  the  skin 
cool  and  moist,  the  pulse  is  weak,  and  generally  the 
patient  is  unconscious.  Keep  the  patient  quiet,  rest- 
ing on  his  back,  with  his  head  low.  Loosen  the 
clothing,  but  keep  the  patient  warm,  and  give  stimu- 
lants (whisky,  hot  coffee,  tea,  etc.). 

48.  In  the  case  of  sunstroke  the  face  is  flushed, 
the  skin  is  dry  and  very  hot,  and  the  pulse  is  full  and 
strong.  In  this  case  place  the  patient  in  a  cool  spot, 
remove  the  clothing,  and  make  every  effort  to  lessen 
the  heat  in  the  body  by  cold  applications  to  the  head 
and  surface  generally.  Do  not,  under  any  circum- 
stances, give  any  stimulants  or  hot  drinks. 

49.  In  case  of  freezing  and  frostbite  the  part 
frozen,  which  looks  white  or  bluish  white,  and  is  cold, 
should  be  very  slowly  raised  in  temperature  by  brisk 
but  careful  rubbing  in  a  cool  place  and  never  near 
a  fire.  Stimulants  are  to  be  given  cautiously  when 
the  patient  can  swallow,  and  followed  by  small 
amounts  of  warm  liquid  nourishment.  The  object 
is  to  restore  the  circulation  of  the  blood,  and  the 
natural  warmth,  gradually  and  not  violently.  Care 
and  patience  are  necessary  to  do  this. 

50.  Being  under  water  for  four  or  five  minutes 
is  generally  fatal,  but  an  effort  to  revive  the  appar- 
ently drowned  should  always  be  made,  unless  it  is 
known  tliat  the  body  has  been  under  water  for  a  very 
long  time.  The  attempt  to  revive  the  patient  should 
not  be   delayed  for  the   purpose   of  removing  his 


RULES  FOR  HEALTH  183 

clothes  or  placing  him  in  the  ambulance.  Begin  the 
procedure  as  soon  as  he  is  out  of  the  water,  on  the 
shore,  or  in  the  boat.  The  first  and  most  important 
thing  is  to  start  artificial  respiration  without  delay. 

The  Schaefer  method  is  preferred  because  it  can 
be  carried  out  by  one  person  without  assistance,  and 
because  its  procedure  is  not  exhausting  to  the  oper- 
ator, thus  permitting  him,  if  required,  to  continue 
it  for  one  or  two  hours.  Where  it  is  known  that  a 
person  has  been  under  water  for  but  a  few  minutes, 
continue  the  artificial  respiration  for  at  least  one 
and  a  half  to  two  hours  before  considering  the  case 
hopeless.  Once  the  patient  has  begun  to  breathe, 
watch  carefully  to  see  that  he  does  not  stop  again. 
Should  the  breathing  be  very  faint,  or  should  he 
stop  breathing,  assist  him  again  with  artificial  res- 
piration. After  he  starts  breathing,  do  not  lift  him, 
nor  permit  him  to  stand,  until  the  breathing  has 
become  full  and  regular. 

As  soon  as  the  patient  is  removed  from  the  water, 
turn  him  face  to  the  ground,  clasp  your  hands  under 
his  waist,  and  raise  the  body  so  that  any  water  may 
drain  out  of  the  air  passages  while  the  head  hangs 
low. 

Schaefer  Method. — The  patient  is  laid  on  his 
stomach,  arms  extended  from  his  body  beyond  his 
head,  face  turned  to  one  side  so  that  the  mouth  and 
nose  do  not  touch  the  ground.  This  position  causes 
the  tongue  to  fall  forward  of  its  own  weight  and  so 
prevents  its  falling  back  into  the  air  passages.    Turn- 


184  LEADERSHIP  AND  MILITARY  TRAINING 

ing  the  head  to  one  side  prevents  the  face  coming 
into  contact  with  mud  or  water  during  the  operation. 
This  position  also  facilitates  the  removal  from  the 
mouth  of  foreign  bodies,  such  as  tobacco,  chewing 
gum,  false  teeth,  etc.,  and  favors  the  expulsion  of 
mucus,  blood,  vomitus,  serum,  or  any  liquid  that 
may  be  in  the  air  passages. 

The  operator  kneels,  straddling  one  or  both  of  the 
patient's  thighs,  and  faces  his  head.  Locating  the 
lowest  rib,  the  operator,  with  his  thumbs  nearly 
parallel  to  his  fingers,  places  his  hands  so  that  the  lit- 
tle finger  curls  over  the  twelfth  rib.  If  the  hands 
are  on  the  pelvic  bones,  the  object  of  the  work  is 
defeated;  hence  the  bones  of  the  pelvis  are  first 
located  in  order  to  avoid  them.  The  hands  must  be 
free  from  the  pelvis  and  resting  on  the  lowest  rib. 
By  operating  on  the  bare  back  it  is  easier  to  locate 
the  lower  ribs  and  avoid  the  pelvis.  The  nearer 
the  ends  of  the  ribs  the  hands  are  placed  without 
sliding  off  the  better.  The  hands  are  thus  removed 
from  the  spine,  the  fingers  being  nearly  out  of  sight. 

The  fingers  help  some,  but  the  chief  pressure  is 
exerted  by  the  heels  (thenar  and  hypothenar  emi- 
nences) of  the  hands,  with  the  weight  coming 
straight  from  the  shoulders.  It  is  a  waste  of  energy 
to  bend  the  arms  at  the  elbows  and  shove  in  from 
the  sides,  because  the  muscles  of  the  back  are 
stronger  than  the  muscles  of  the  arms. 

The  operator's  arms  are  held  straight,  and  his 
weight  is  brought  from  his  shoulders  by  bringing 


RULES  FOR  HEALTH  185 

his  body  and  shoulders  forward.  This  weight  is 
gradually  increased  until  at  the  end  of  the  three 
seconds  of  vertical  pressure  upon  the  lower  ribs  of 
the  patient  the  force  is  felt  to  be  heavy  enough  to 
compress  the  parts ;  then  the  weight  is  suddenly  re- 
moved ;  if  there  is  danger  of  not  returning  the  hands 
to  the  right  position  again  they  can  remain  lightly 
in  place,  but  it  is  usually  better  to  remove  the  hands 
entirely.  If  the  operator  is  light,  and  the  patient 
is  heavy,  the  operator  can  utilize  over  80  per  cent,  of 
his  weight  by  raising  his  knees  from  the  ground,  and 
supporting  himself  entirely  on  his  toes  and  the  heels 
of  his  hands — the  latter  properly  placed  on  the  ends 
of  the  floating  ribs  of  the  patient.  In  this  manner 
he  can  work  as  effectively  as  a  heavy  man. 

A  light  feather  or  a  piece  of  absorbent  cotton 
drawn  out  thin  and  held  near  the  nose  by  some  one 
will  indicate  by  its  movements  whether  or  not  there 
is  a  current  of  air  going  and  coming  with  each  forced 
expiration  and  spontaneous  inspiration. 

The  rate  of  operation  is  12  to  15  times  per  min- 
ute, and  should  not  exceed  this;  the  lungs  must  be 
thoroughly  emptied  by  three  seconds  of  pressure, 
then  refilling  takes  care  of  itself.  Pressure  and  re- 
lease of  pressure — one  complete  respiration — occu- 
pies about  five  seconds.  If  the  operator  is  alone  he 
can  be  guided  in  each  act  by  his  own  deep,  regular 
respiration,  or  by  counting,  or  by  his  watch  lying 
by  his  side ;  if  comrades  are  present,  he  can  be 
advised  by  them. 


186         LEADERSHIP  AND  MILITARY  TRAINING 

The  duration  of  the  efforts  at  artificial  respiration 
should  ordinarily  exceed  an  hour ;  indefinitely  longer 
if  there  are  any  evidences  of  returning  animation, 
by  way  of  breathing,  speaking,  or  movements.  There 
are  liable  to  be  evidences  of  life  vi^ithin  25  minutes 
in  patients  v^ho  will  recover  from  electric  shock,  but 
where  there  is  doubt  the  patient  should  have  the 
benefit  of  the  doubt.  In  drowning,  especially,  re- 
coveries are  on  record  after  two  hours  or  more  of 
unconsciousness ;  hence,  the  Schaef er  method,  being 
easy  of  operation,  is  more  likely  to  be  persisted  in. 

Aromatic  spirits  of  ammonia  may  be  poured  on 
a  handkerchief  and  held  continuously  within  3  inches 
of  the  face  and  nose ;  if  other  ammonia  preparations 
are  used,  they  should  be  diluted  or  held  farther 
away.     Try  it  on  your  own  nose  first. 

When  the  operator  is  a  heavy  man,  it  is  neces- 
sary to  caution  him  not  to  bring  force  too  violently 
upon  the  ribs,  as  one  of  them  might  be  broken. 

Do  not  attempt  to  give  liquids  of  any  kind  to  the 
patient  while  unconscious.  Apply  warm  blankets 
and  hot-water  bottles  as  soon  as  they  can  be 
obtained. 


RULES  FOR  BATTLE 

1.  Here  are  a  few  fundamental  principles  for 
handling  men  and  situations  in  battle  that  every 
military  man  ought  to  know.  You  should  know 
them  so  thoroughly  that  you  will  apply  them  uncon- 
sciously, and  will  never  violate  one  of  them  in  actual 
service.  They  should  be  your  "Napoleon's  Maxims," 
— in  fact,  they  will  mostly  be  found  there.  They 
seem  simple,  yet  one  or  another  is  always  being 
violated,  and  as  history  shows,  often  with  disastrous 
results.  They  are  as  sure  as  the  multiplication  table, 
and  ought  to  be  as  familiar: 

2.  On  the  march,  and  particularly  in  maneuver- 
ing when  near  the  enemy,  distances  in  column  must 
be  kept  closed  up,  to  make  quick  sure  deployment 
possible,  without  long  running  up  from  the  rear. 

3.  The  main  body  must  always  be  protected  from 
surprise  attack  by  alert  covering  detachments.  On 
the  march  and  in  camp  this  rule  is  generally  ob- 
served, but  at  temporary  halts  and  particularly  in 
the  excitement  of  an  engagement  it  is  often  over- 
looked,— and  often  leads  to  disaster. 

4.  Going  into  a  fire  fight,  the  men  must  not  be 
winded,  nor  unduly  excited,  by  being  rushed  pell 
mell  into  action. 

5.  Deploying  from  column  for  action,  leading  ele- 
ments must  hold  back  until  all  rear  elements  are 
properly  on  the  line,  as  they  would  do  at  drill. 

187 


188  LEADERSHIP  AND  MILITARY  TRAINING 

6.  Never  deploy,  until  by  reconnaissance  you  are 
sure  of  the  proper  direction,  and  that  you  are  as  far 
advanced  as  practicable. 

7.  Deploy  only  the  strength  necessary  for  the 
immediate  purpose.  Always  keep  a  reserve  in  hand, 
and  use  it  only  when  the  opportunity  demands. 

8.  If  suddenly  confronted  with  an  occasion  for 
action,  adopt  a  simple,  definite  plan;  and  then  carry 
that  plan  out  firmly. 

9.  Having  undertaken  any  one  engagement,  con- 
centrate dl  your  resources  on  bringing  it  promptly 
to  a  successful  issue.  Forces  detached  for  side  issues 
are  inexcusable,  unless  they  keep  larger  forces  out 
of  the  immediate  opposition. 

10.  Small  forces  cannot  safely  undertake  ex- 
tended turning  movements,  etc.  Concentration 
within  supporting  distance  is  necessary,  unless  each 
part  is  strong  enough  to  win  by  itself,  is  too  small  to 
fight  anyway,  or  is  extremely  mobile,  as  mounted 
cavalry. 

11.  Always  avoid  fighting  on  ground  of  the 
enemy^s  own  choosing,  especially  if  he  has  had  time 
to  prepare  it  for  you.  By  maneuvering,  shift  the 
scene  if  possible  to  your  own  advantage. 

12.  On  the  march,  the  position  of  the  commander 
is  with  the  advance  guard,  where  he  can  get  timely 
information  at  first  hand;  in  action,  it  is  where  he 
can  best  see  and  control  his  forces.  In  both  cases, 
he  must  avoid  becoming  involved  too  closely  with 


''^ 


RULES  FOR  BATTLE  189 

the  actual  fighting,  which  makes  clear  perception 
of  the  whole  situation  quite  impossible. 

13.  Going  into  a  fight,  each  organization  always 
has  its  scouts  well  out  in  front,  and  combat  patrols 
well  out  on  exposed  flanks,  and  so  far  advanced  as 
to  prevent  our  line  coming  unexpectedly  under  enfi- 
lading fire. 

14.  Communication  must  be  maintained  at  all 
times  between  the  elements  of  a  command.  Thus  a 
company  going  into  action  signals  from  one  element 
to  another,  and  a  man  in  each  is  detailed  to  be  on 
the  lookout  for  these  signals. 

15.  A  passive  defense  is  deadly,  and  does  not  win 
battles.  Aggressive  action  is  safer,  and  more  prolific 
of  victory.  Troops  that  have  the  initiative,  hold  the 
advantage  point.  They  force  the  others  to  play  their 
game. 

16.  The  position  of  your  firing  line  should  always 
be  as  nearly  as  possible  perpendicular  to  the  enemy's 
line  of  fire. 

17.  All  the  rules  for  fire  discipline  and  control 
must  be  observed;  but  most  disastrous  of  all  is  to 
open  fire  before  it  is  ordered,  or  to  allow  excitement 
to  start  a  fight  with  loss  of  fire  control.  It  will 
hardly  be  regained  again  in  that  fight. 

18.  Never  open  fire  on  small  forces  of  the  enemy 
advancing  upon  you  in  position.  They  are  trying  to 
get  you  to  do  just  that,  so  they  may  report  back  what 
your  position  is.  Let  them  keep  coming.  They  can- 
not hurt  you,  and  y^ill  have  to  surrender,  or  be  killed 


190  LEADERSHIP  AND  MILITARY  TRAINING 

in  trying  to  escape,  if  you  let  them  get  close  enough. 

19.  It  is  impossible  to  shoot  troops  out  of  posi- 
tion ;  hence  an  attack  involves  a  determination  to 
assault. 

20.  Advancing  under  fire  the  greatest  attention 
will  have  to  be  given  by  all  the  men  to  keeping  a 
general  alignment,  and  to  avoiding  the  constant  ten- 
dency to  'bunch  into  groups,  which  makes  such  good 
targets  for  the  enemy.  Where  the  line  meets  the 
enemy  in  the  bayonet  assault  the  men  must  be 
actually  abreast  for  mutual  protection.  Coming  one 
at  a  time  they  are  easy  pickings  for  the  enemy. 
The  whole  line  must  engage  simultaneously. 

21.  While  actually  under  fire  you  can  move  only 
straight  forward  with  any  safety.  To  move  toward 
a  flank  is  very  dangerous,  to  move  toward  the  rear  is 
deadly.  If  further  advance  is  impossible,  dig  in 
where  you  are. 

22.  A  big  battle  is  the  combination  of  many  small 
battles,  localized  affairs.  You  may  find 'your  group 
isolated,  apparently  fighting  the  battle  alone,  seem- 
ingly cut  off  and  surrounded.  So  long  as  ammuni- 
tion and  strength  remain,  you  must  never  surren- 
der. Your  stubborn  resistance  here  may  easily  prove 
the  turning  point  for  victory  to  our  side. 

23.  Even  in  small  affairs,  a  few  rifles  delivering 
fire  of  position,  will  often  be  the  most  helpful  thing 
for  the  attack. 

24.  In  selecting  defensive  fire  positions  for  delay- 
ing actions,  a  safe  line  of  withdrawal,  not  exposed 


RULES  FOR  BATTLE  191 

to  the  enemy's  fire,  is  absolutely  essential.  Unless 
the  situation  demands  the  sacrifice  of  your  men,  this 
is  the  determining  consideration  in  your  selection  of 
positions. 

25.  In  withdrawing  from  these  positions,  keep  a 
few  rifles  busy  in  the  line,  while  the  others  get  back 
to  the  next  position,  or  otherwise  make  ready  for  a 
safe  getaway. 

26.  If  ordered  to  any  military  undertaking,  never 
start  on  your  mission  until  you  are  absolutely  sure 
you  have  a  clear  understanding  of  each  of  the  points 
you  should  know  for  its  proper  performance. 


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